00
Days
00
Hrs
00
Min
00
Sec
Submit Your Paper

Effective Communication and Startup Performance among Young Entrepreneurs

Authors

Augusta Bosede Amaihian

Department of Business Management, School of Management and Social Sciences, Miva Open University, Abuja, Nigeria. (NG)

Harry Lydia Ineba Decster

Department of Business Administration, School of Business and Social Sciences, Landmark University, Omu-Aran, Kwara State, Nigeria. (NG)

Oluwaseun Oluwadamilare Oluwasanmi

Department of Business Management, School of Management and Social Sciences, Miva Open University, Abuja, Nigeria. (NG)

Ilevbaoje Olohije Ruth

Department of Management, University of Nigeria, Nsukka (Enugu Campus), Nigeria (NG)

Fred Ojochide Peter

Department of Business Management, School of Management and Social Sciences, Miva Open University, Abuja, Nigeria. (NG)

Article Information

DOI: 10.51583/IJLTEMAS.2026.150600170

Subject Category: Communication

Volume/Issue: 15/6 | Page No: 2335-2343

Publication Timeline

Submitted: 2026-07-18

Published: 2026-07-18

Abstract

Effective communication is increasingly recognized as a critical factor in the success and performance of startup ventures. However, many young entrepreneurs encounter communication-related challenges, including unclear information, weak feedback systems, and delays in communication, which can adversely affect employee coordination, decision-making, customer relations, and overall business performance. This study examined the influence of communication clarity, feedback mechanisms, and communication timeliness on startup performance among young entrepreneurs. A quantitative research approach was adopted, and data were analyzed using Structural Equation Modeling (SEM) to assess the relationships among the study variables. Model fitness was evaluated using multiple goodness-of-fit indices, including Chi-square statistics, Root Mean Square Error of Approximation (RMSEA), Standardized Root Mean Square Residual (SRMR), Comparative Fit Index (CFI), Tucker-Lewis Index (TLI), and the Coefficient of Determination (CD). Three hypotheses were tested to determine the effects of clarity of information, feedback mechanisms, and communication timeliness on startup performance using path coefficients, standard errors, z-values, and p-values. The findings revealed that clarity of information (β = 0.2373, p < 0.05), feedback mechanisms (β = 0.3395, p < 0.01), and communication timeliness (β = 0.2808, p < 0.01) exert positive and statistically significant effects on startup performance. The results suggest that clear communication enhances employee understanding and operational effectiveness, effective feedback mechanisms support continuous improvement and goal alignment, while timely communication facilitates responsiveness and efficient decision-making. The study concludes that effective communication strategies are essential for improving startup performance among young entrepreneurs. It recommends that startup founders prioritize clear information sharing, establish structured feedback systems, and ensure timely communication to enhance business growth, operational efficiency, and long-term sustainability.

Keywords

Effective Communication, Communication Clarity, Feedback Mechanisms, Communication Timeliness, Startup Performance, Young Entrepreneurs

Downloads

References

1. Anseel, F., Beatty, A. S., Shen, W., Lievens, F., & Sackett, P. R. (2021). How are we doing after 30 years? A meta-analytic review of the antecedents and outcomes of feedback-seeking behavior. Journal of Management, 47(1), 151–180. [Google Scholar] [Crossref]

2. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108 [Google Scholar] [Crossref]

3. Blau, P. M. (1964). Exchange and power in social life. Wiley. [Google Scholar] [Crossref]

4. Boudrias, J. S., Gaudreau, P., Savoie, A., & Morin, A. J. S. (2022). Employee feedback environments and workplace performance: The role of engagement and learning. Human Resource Management Review, 32(3), 100823. [Google Scholar] [Crossref]

5. Carucci, R. (2022). Feedback culture and organizational effectiveness: The role of continuous performance conversations. Harvard Business Review, 100(4), 76–84. [Google Scholar] [Crossref]

6. Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597–606. https://doi.org/10.1086/222355 [Google Scholar] [Crossref]

7. Hiver, P., Al-Hoorie, A. H., & Mercer, S. (2024). Communication clarity and employee engagement in contemporary organizations. International Journal of Business Communication, 61(1), 45–67. [Google Scholar] [Crossref]

8. Jiang, H., & Men, L. R. (2023). Internal communication and employee trust: Examining the role of communication clarity and transparency. Corporate Communications: An International Journal, 28(2), 201–218. [Google Scholar] [Crossref]

9. Kim, S. (2022). Communication management and organizational change effectiveness: The role of strategic communication. Public Relations Review, 48(2), 102172. [Google Scholar] [Crossref]

10. Kim, S., & Rhee, Y. (2020). Strategic communication and employee outcomes: Examining organizational support and employee engagement. Journal of Communication Management, 24(3), 221–238. [Google Scholar] [Crossref]

11. Leonardi, P. M. (2021). COVID-19 and the new technologies of organizing: Digital communication and organizational performance. Journal of Management Studies, 58(1), 247–251. [Google Scholar] [Crossref]

12. Mazzei, A., Kim, J. N., & Dell’Oro, C. (2023). Digital communication and organizational performance: The role of timely information exchange. Corporate Communications: An International Journal, 28(4), 587–603. [Google Scholar] [Crossref]

13. Men, L. R. (2020). The impact of transparent internal communication on employee trust and engagement. Public Relations Review, 46(2), 101880. [Google Scholar] [Crossref]

14. Men, L. R. (2021). Employee-centered communication and organizational effectiveness: Exploring the role of strategic internal communication. International Journal of Business Communication, 58(3), 412–431. [Google Scholar] [Crossref]

15. Men, L. R., & Yue, C. A. (2021). Creating a positive communication environment: Effects on employee engagement and organizational performance. Public Relations Review, 47(1), 101994. [Google Scholar] [Crossref]

16. Ruck, K. (2021). Exploring internal communication: Towards informed employee voice. Routledge. [Google Scholar] [Crossref]

17. Ruck, K., & Men, L. R. (2021). Internal communication during crises: Employee communication and organizational resilience during COVID-19. Journal of Communication Management, 25(3), 185–203. [Google Scholar] [Crossref]

18. Saunders, M., Lewis, P., & Thornhill, A. (2019). Research methods for business students (8th ed.). Pearson Education. [Google Scholar] [Crossref]

19. Verčič, D. (2021). Internal communication: Definition, parameters, and the future. Public Relations Review, 47(1), 102019. [Google Scholar] [Crossref]

20. Verčič, D., & Špoljarić, A. (2020). Managing internal communication for organizational effectiveness. Corporate Communications: An International Journal, 25(4), 589–605. [Google Scholar] [Crossref]

21. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171–180. https://doi.org/10.1002/smj.4250050207 [Google Scholar] [Crossref]

Metrics

Views & Downloads

Similar Articles

© 2026 IJLTEMAS · RSIS International. All rights reserved. ISSN 2278-2540.