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The purpose of this paper is to identify associations amongst organizational justice, supervisory justice, authoritarian culture, organization-employee relationship quality and employee turnover intention.

An online survey (n=300) was conducted in South Korea.

Organizational justice and supervisory justice are positively associated with organization-employee relationship quality, while authoritarian organizational culture is negatively associated with it. In addition, there is a positive association between authoritarian organizational culture and turnover intention. Organizational justice and organization-employee relationship quality are negatively associated with turnover intention.

This study contributes to the lack of research on organization-employee relationship quality as a predictor of employee turnover intention and a mediator between authoritarian organizational culture and turnover intention.

In the midst of practitioners’ increasing use of social media analytics (SMA) in guiding public relations (PR) strategy, this paper aims to present the capabilities and limitations of these tools and offers suggestions on how to best use them to gain research-based insights.

This review assesses the capabilities and limitations of SMA tools based on industry reports and research articles on trends in PR and SMA.

The strengths of SMA tools lie in their capability to gather and aggregate a large quantity of real-time social media data, use algorithms to analyze the data and present the results in ways meaningful to organizations and understand networks of issues and publics. However, there are also challenges, including the increasing restricted access to social media data, the increased use of bots, skewing social conversations in the public sphere, the lack of capability to analyze certain types of data, such as visual data and the discrepancy between data collected on social media and through other methods.

This review suggests that PR professionals acknowledge the capabilities and limitations of SMA tools when using them to inform strategy.

The purpose of this paper is to examine the impact of different types of corporate issues and employee–organization relationships (EORs) on employees’ perceptions of the issues and on their communicative actions. Specifically, this study investigates how employees who have experienced an internal or an external issue within their organizations differently perceive the organizational issue and engage in positive and/or negative communicative behaviors.

An online survey was conducted with 363 full-time employees in large-sized companies in the USA who have experienced any internal or external issues within the past six months.

Employees are more cognitively aware of and feel more involved and less constrained in solving an internal company issue than an external one. Experiencing internal issues has led employees to share negative information about their organization externally. The quality of EORs pre-issue significantly increases employees’ involvement and positive communication behavior and decreases constraint levels and negative communication behaviors regarding an issue.

Corporate communication and public relations practitioners should incorporate strategic internal communication strategies to preemptively manage internal issues and to avoid them from evolving into internal crises.

This study is among the first to distinguish internal and external issues perceived by internal stakeholders and to examine their impacts on employees’ issue-specific perceptions and communicative behaviors. This study also provides significant practical guidelines for corporate communication practitioners and leaders by explicating the strategic role of issue type and employee behaviors in issue management.

This study explores the interaction effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention.

Survey data (N = 476) were collected from US citizens, who self-identified as full-time employees, through Amazon Mechanical Turk (MTurk) in August 2020.

Organizational conflict history (i.e. highly conflict-prone vs less conflict-prone workplaces) interacts with employees' situational perceptions of COVID-19 (i.e. inactive vs active publics) in affecting employees' negative megaphoning and turnover intention toward their organizations. Employees who are active publics on COVID-19 in highly conflict-prone workplaces reported the highest negative megaphoning and turnover intention. On the contrary, employees who are inactive publics on COVID-19 in less conflict-prone workplaces reported the lowest negative megaphoning and turnover intention.

COVID-19 is an uncontrollable, exogenous crisis for organizations. While it is expected that employees in highly conflict-prone workplaces would report higher negative megaphoning and turnover intention, this study found that employees' situational perceptions of COVID-19 would further exacerbate the effects. This finding reflects the importance of managing organizational conflicts continuously and preemptively while also segmenting and cultivating relationships with employees based on their situational perceptions of issues and crises.

This study identified the significance of the interaction of cross-situational factors (e.g. employees' recollection of organizational conflict history) and situational factors (e.g. employees' situational perceptions of issues) in affecting employees' negative behavioral intentions in crisis situations, even if the crises are exogenous and uncontrollable.

The purpose of this paper is to examine the impacts of perceived authenticity of organizational behaviors and types of organization-employee relationship (i.e. communal and exchange relationship) on intangible assets of organizations generated by employees’ communicative behaviors (ECBs) (e.g. megaphoning, scouting).

A web-based survey was conducted with full-time 528 employees working in medium- and large-sized companies in the USA.

Results showed that an organization’s authentic behaviors are positively related with employees’ perceived communal relationships, but not with exchange relationships. However, both communal and exchange relationships turned out to increase ECBs: positive megaphoning, negative megaphoning, and scouting. The existence of both communal and exchange relationships was more significant than having only communal relationships in terms of encouraging employees’ active communicative actions.

By building links between employees’ communicative actions and its antecedents, perceived authenticity, types of relationship; this study contributed to the body of knowledge on exchange and communal relationship in the context of employee communication and extended the understanding of motivations of ECBs.

The findings suggest that employees’ communicative actions are highly facilitated by organizations’ authentic behavioral efforts and perceived relationship. To encourage employees’ information seeking and sharing behaviors, for organizational effectiveness, organizations should behave in authentic ways – be trustful, transparent, and consistent – and build both communal and exchange relationship.

This study first attempted to demonstrate the impacts of both communal and exchange relationships for organizations empirically in internal communication and relationship building practices.

This research aims to examine how two management strategies (symmetrical communication and inclusive management) work in handling workplace conflicts (interpersonal/organizational levels), especially with regard to employee advocacy and job turnover intentions.

A total of three employee survey datasets were used to test hypotheses and research questions. Two secondary datasets were obtained in South Korea (N = 600 and N = 285), and one dataset was collected in the USA (N = 381). A series of hierarchical multiple regressions were performed for each dataset.

All three studies showed that interpersonal workplace conflict increased not only job turnover but also advocacy. In addition, in South Korean employees, both symmetrical communication and inclusive management increased employee advocacy and decreased job turnover intentions. However, in the US data, only symmetrical communication had such effects, enhancing employee advocacy and lowering job turnover intentions.

The study provides insights for practitioners into how to handle workplace conflicts from the perspective of communication (symmetrical communication) and/or behavioral strategies (inclusive management). Also, as an index to examine the effectiveness of management strategies, this study suggests advocacy behavior of employees given its effect of “rallying the troops.”

Understanding customers' revisiting behavior is highlighted in the field of service industry and the emergence of online communities has enabled customers to express their prior experience. Thus, purpose of this study is to investigate customers' reviews on an online hotel reservation platform, and explores their postbehaviors from their reviews.

The authors employ two different approaches and compare the accuracy of predicting customers' post behavior: (1) using several machine learning classifiers based on sentimental dimensions of customers' reviews and (2) conducting the experiment consisted of two subsections. In the experiment, the first subsection is designed for participants to predict whether customers who wrote reviews would visit the hotel again (referred to as Prediction), while the second subsection examines whether participants want to visit one of the particular hotels when they read other customers' reviews (dubbed as Decision).

The accuracy of the machine learning approaches (73.23%) is higher than that of the experimental approach (Prediction: 58.96% and Decision: 64.79%). The key reasons of users' predictions and decisions are identified through qualitative analyses.

The findings reveal that using machine learning approaches show the higher accuracy of predicting customers' repeat visits only based on employed sentimental features. With the novel approach of integrating customers' decision processes and machine learning classifiers, the authors provide valuable insights for researchers and providers of hospitality services.