This study shows that misunderstanding is an integral part of communication in the MAC processes and the communication and understanding/misunderstanding aspects of MAC are more important than was thought in the age when MAC was a tool for top management. This study provides theoretical propositions about the mechanism and the effects of a communication process on coordinating action in the organization and also provides a practical tool for analysing those processes in the organisation. This may help in both the evaluation of MAC and in improving its actual processes. This study attempts to help organizations improve the application of MAC by proposing a theory that might improve MAC practice and assist managers in engaging employees.
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