Most studies on governance focuses on the relationship between corporate governance practices, such as board structure and financial performance results, but not many studies focuses on organizational issues and how these may cause interferences in the implementation of the practices of corporate governance within the firm. Furthermore, research has greatest concentration of studies in finance with 55.2% versus 25.9% in organizations. Therefore, based on a review of literature on organizational change, organizational theory and corporate governance, three assumptions have been elaborated for field verification. The assumptions related to the following themes: the role of top management in the definition of change, the role of corporate governance management in managing change and the role of communication in the implementation of management practices. The qualitative and deductive research was held between April and May 2010, through semi-structured interviews with 15 executives of a telecommunications company. The subjects interviewed were the president of the board, CEO, CFO, seven directors and five managers. It was concluded that the structure to handle and disseminate corporate governance practices has gained greater importance after the merger of Oi with BrT - Brasil Telecom: the area gained importance and become a directory. Also, the corporate governance management, inserted in this directory, playing the role of change agent, was seen as a catechist. Internal communication serves as the primary tool for dissemination of the topic Corporate Governance in the organization.