Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

all corporate information. For this reason, the so-called Bluebeard door should also remain closed to those subjects who, although working within the enterprise is in favour of it, do not have the ability or possibility to manage the information contained in that room that must remain, for them, secret. Accessible global communication, whether to the outside of the company or all employees within the company, cannot even be wishful thinking because if such a situation were to occur, the company could be detrimentally affected in terms of profitability, assets, finance and even sustainability. Some parts of the communication are only rightly known to certain parties. And therefore, the barn door must exist and remain closed, at times, both in the context of communication destined for outside the company and in the context of communication destined for internal members of the company itself. C onclusion To conclude these brief remarks on communication alone, it may point out that contact, in particular concerning external parties or internal company communication aimed at employees and collaborators operating within the production entity, is characterised by a series of particular elements that, both at a doctrinal and pragmatic level, are often underestimated with consequences that can negatively affect the company situation. If this occurs, the company very often does not realise the adverse events until the negative event causes a severe consequence on the company's position. This is why, at the very least, the elements mentioned in this article must be taken care of and managed in the best possible way in corporate communication, both intended outside the company and designed internally towards employees, managers, and various collaborators. They may operate directly or indirectly with the ap company. The article did not list all the problems that may involve corporate communication outside of the company, which may cause negative consequences on the company's situation if they are not dealt with appropriately. However, the writer believes that if doctrine and practice were to consider what is written in these pages more appropriately and less superficially, very often, some situations that turn out to be serious could be made less dramatic if dealt with at the right time and therefore at the beginning of the manifestation of the communication problem. R eferences R éférences R eferencias 1. Adler, N. (2002) International Dimensions of Organizational Behaviour, South-Western College Publishing/Thomson Learning, Cincinnati. 2. Andersen, J. F., Andersen, P. A., & Jensen, A. D. (1979). The measurement of nonverbal immediacy. Journal of Applied Communication Research, Issue 7 3. Andersen, J. F., Norton, R. W., & Nussbaum, J. F. (1981). 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Birdwhistell R., (2010), Kinesics and Context, University of Pennsylvania Press. Brewster, C. and Harris, H. (1999) International HRM: Contemporary Issues in Europe, Routledge, London. 19. Brimson J. A., (1991) Activity Accounting: An Activity – Based Costing Approach, John Wiley & Sons, Inc., ,. 41 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals Communicating through Non-Communication or Over-Communication