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Change communication is today seen as one of the most important tools enabling successful change processes. Unfortunately, change communication literature is mainly dominated by consultants. This leads to a high number of different checklists and lists of change communication tools, selling different concepts of consulting, most of them with a holistic, one-size-fits-all perspective. However, corporate communication in general and change communication in particular has to be seen as core competence of management. Top managers have to develop trust and communicate their vision of the future; middle managers should communicate and operationalize goals, so that employees have a sense of hope and orientation. These functions cannot easily be outsourced!

What are missing in the majority of publications are empirically based tests of the effectiveness and the efficiency of change communication tools. Therefore, in order to increase the efficiency of change communication, this explorative study will offer an empirical survey of different tools and their attribution concerning informational aspects and behavioural influence in the context of a present day merger in the banking sector.

Based on 39 semi-structured interviews, the results will show the different information needs of employees and managers and a lack of behavioural modifications. The current distribution of information leads to high costs and a high degree of confusion. Therefore, a kind of target group segmentation is needed to improve information flows and to develop motivation. This can be a first step to developing a new approach for change communication with a company-specific perspective on efficient change communication.