The development of information and communication technologies, the spread of various social networks, the development of AI, has greatly impacted organizations, the way how they manage communication. This is especially true about the industries where communication is directly related with selling their product, tourism and hospitality industry among them.

Communication is a complex, social and never-ending process which takes place in a definite socio-cultural environment. Communication has been defined as ‘the exchange of knowledge (founded upon information exchange)' (Gontier, 2022), ‘a transmission of information that implies the emission of the message’ (Matias & Cardoso, 2021, 133), ‘a unique, powerful, and complicated form of human behaviour' (Waldron 2022: 1), and ‘the use of symbols that represent ideas, which then create meanings that can be shared’ (Topić, 2023, 537).

Communication happens in different contexts, among different interlocutors and for various purposes. In ECER2022, the author presented the article on intergenerational communication problems in tourism enterprises (Luka, Šakytė-Statnickė, Budrytė-Ausiejienė, 2023). In ECER2023 teaching/learning initiatives to organize adult learning to solve intergenerational communication problems were presented (Šakytė-Statnickė, Budrytė-Ausiejienė, Luka, Drozdova, 2023). The contribution of ECER2024 will focus on internal organizational communication, its challenges and the skills and knowledge necessary for efficient internal communication and the methodologies on how they could be developed.

Theoretical framework is based on the theories of organizational communication, focusing on internal communication, and the development of knowledge and skills required for efficient internal organizational communication.

Business communication refers to information exchange between a company and its employees ‘based on an examination of the structure and operation of communication networks and systems’ (Kraljević, Russo, 2022, 112). Communication in organizations is divided into internal and external communication. In turn, internal communication may be further subdivided into two-way symmetrical communication (a dialogue between the management and the employees) and asymmetrical communication (upward or downward) (Balakrishnan, Angusamy, & Rosli, 2024).

The latest research presented in literature higlights the following knowledge and skills crucial for efficient internal organizational communication: 1) knowledge of understanding internal communication and its role within an organization, organizational culture, crisis management, strategic use of digital media and understanding multicultural and global issues 2) oral communication skills, listening, empathy, flexibility to change, teamwork, interpersonal communication and leadership (Yue, Thelen, 2023; Gomes, Santos, Martins, 2023; Verčič, Špoljarić, 2020; Verčič, Men, 2023; Waititu, Barker, 2023).

Therefore, it is essential to apply such teaching/learning methods that would increase the employees’ essential knowledge and develop skills mentioned above in various contexts, practising symmetrical and asymmetrical communication situations. Integration of digital and analogue learning methods and tools may be beneficial therein (Orr, Luebcke, Schmidt, et al., 2020). It is especially important because in the future the contrast between a physical and a virtual space will become less and less important, the two spaces will probably merge.

Reciprocal questioning is of utmost importance as well. In practice, learners are trained to ask generic questions of each other, following the teaching of a piece of content. For example: What is the main idea here? How would you compare this with . . .? Collaborative learning groups, jigsaw groups, chatrooms, concept mapping, problem-solving tasks are other opportunities  (Biggs, Tang, 2011).

Project-based and games-based learning are usuful as well (Council Recommendtion, 2018) as they incraese learner engagement.

The aim of the research presented in ECER2024 is to analyze internal organizational communication goals, practices, benefits and challenges in tourism and hospitality enterprises and offer teaching/learning methods to eliminate the existing problems.

Research question: What challenges of internal communication do tourism and hospitality industry companies face and what teaching/learning methods may be applied to educate employees in managing more efficient internal organizational communication?

This research was conducted in the Nordplus Adult Development project „NordTourNet-3: Solving Communication Problems of Different Generations in Tourism Companies” (NPAD-2020/10015; 2020-2023). The project partners are three education institutions from Lithuania, Latvia and Sweden implementing adult education programs. The qualitative exploratory research conducted is in line with interpretivism paradigm to understand ‘individual cases and situation’ and meanings holistically (Coe, 2017, 6). Qualitative exploratory research (Collis, Hussey, 2009) applying 12 semi-structured interviews and 9 unobtrusive social observations in tourism companies were done (Aurini, Heath, Howells, 2016). This contribution employs the data derived from 12 in-depth semi-structured expert interviews with top level tourism and hospitality industry management representatives and business owners conducted in Lithuania, Latvia and Sweden face-to-face onsite or using video conferencing applications (Zoom or Cisco Webex) (Aurini, Heath, Howells, 2016). The interviews were transcribed, coded and analysed applying qualitative content analysis (Croucher, Cronn-Mills, 2019, 162). Criterion sample was created, involving 4 participants from Lithuania, 5 participants from Latvia and 3 participants from Sweden representing 4 accommodation enterprises, 2 catering enterprises, 6 participants represented tour organization (travel agencies, tour operating companies, tourist information centres). The companies employed from 2 to 23 employees. The interview guide included 5 parts. This contribution focuses on the data of Part 2 (information about participants and their companies), Part 3 (internal communication of the company, including the social media used), Part 5 (different communication problems encountered in the company and their reasons). The research was conducted during the Covid-19 period and post-Covid period from January 2021 to June 2022. Research limitations: participants managed or owned small or medium-sized enterprises. This is a typical situation in the target countries, wherein a great majority of accommodation and catering enterprises are family run businesses. However, providing the sample had included also participants from large enterprises, the results could have differed. Another limitation was the Covid-19 period since all companies had to sack part of their employees as tourism was among the first industries to suffer from the crisis.

3 categories of themes were defined: 1) the main goals of internal communication in the organization, 2) the internal communication channels used in the organization, and 3) the strengths and weaknesses of internal communication in the organization. The main goals of internal communication depend on the type of the company. Below LV, LT, SE stand for the respective country: 1) For accommodation business: pass on information to the employees (LV2, LV5, LT1), ensure that daily duties are fulfilled properly (LV5), get feedback from employees about job satisfaction (LT1), improve language skills (SE3). 2) For catering business: ensure reputation (LT4), improve language skills (SE2), escape miscommunication and eliminate disagreements (SE2). 3) For tour organization: provide high standard of services (LV1, LT2, LT3), set goals and reach them (LV3), make sure that the information is passed to all employees (LV4, LT2, SE1), brainstorm business ideas (LV4). The internal communication channels are similar to all countries: 1) Written: e-mail (LV2, LV3, LV4, LV5, LT2, LT3, SE2), WhatsApp or FB group (LV3, LV5, LT1, LT3, LT4, SE2), messaging (LT2, SE3), google drive (LT1, LT3). The predominance of e-mail is explained by participant LT2: ‘Email is the main means of communication because all information has to be in writing’. 2) Oral: phone calls (LV2, LV3, LT1, LT2, LT3, SE2, SE3), F2F meetings (LV4, LT1, LT2, LT3, LT4, SE1, SE2, SE3), visits (LV3, LT1), video conferencing application (LT3). F2F communication is preferred in all businesses, disregarding the company size. Such weaknesses were discovered: cultural differences (LV1), lack of information, quality of information passed (LV2, LV5, LT2, LT3, LT4), language problems (LV2, LV5), lack of feedback (LV3, LT1, LT2), communication barriers (LV2, LV3, LV4, SE2), breaking the rules (LT2), intergenerational communication conflicts (LT2, LT3), different approaches to communication channels (LT2).

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