Organizational Communication in Managing Online Customer Reviews in Building Hospital Reputation: A Case Study at Yogyakarta City General Hospital (RSUD Kota Yogyakarta), Indonesia
- AIOR Admin
- Oct 15
- 2 min read
Agus Susanto, Ismi Dwi Astuti Nurhaeni, Prahastiwi Utari, Andre Noevi Rahmanto
Sebelas Maret University, Indonesia
Advances in communication technology, particularly digital media, have transformed the interaction patterns between public service organizations and the public. Hospitals, as healthcare institutions, are not only required to provide quality medical services but also to be able to manage communication with patients and families in a digital context. One concrete manifestation of this dynamic is the presence of online reviews on digital platforms, such as Google Reviews, which now play a role in shaping a hospital's image and reputation. This study examines how hospitals manage online customer reviews (OCRs) as part of organizational communication, using the Four Flows Model (McPhee & Zaug, 2009). Focusing on the case of Yogyakarta City General Hospital (RSUD Kota Yogyakarta), Indonesia, the research investigates four dimensions: membership negotiation, activity coordination, organizational self-structuring, and institutional positioning. A qualitative case study approach was employed, combining document analysis, semi-structured interviews, and triangulation to explore hospital practices in responding to negative Google Reviews. Findings reveal that membership negotiation is shaped by the internalization of service values, periodic training, and reward and punishment mechanisms, positioning patient reviews as tools for strengthening staff commitment. Activity coordination highlights the central role of Legal and Customer Services (HKPP) in facilitating cross-unit collaboration, supported by digital media such as WhatsApp, Hospital Management Information System, and medical records, with practices like case chronology enabling collective learning. Organizational self-structuring is maintained through formalized complaint management systems coordinated by the Subdivision of Legal and Customer Services (HKPP), ensuring accountability and learning. Institutional positioning is constructed through proactive public communication, transparency in information disclosure, and digital reputation management, reinforcing legitimacy and public trust. The study contributes theoretically by extending the application of the Four Flows Model to the healthcare sector, demonstrating its relevance in understanding digital-era hospital communication. Practically, it provides insights for hospital managers on how OCRs can function not merely as feedback but as strategic instruments to enhance organizational reputation and service quality.
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