Journal of Communication Management: Volume 25 Issue 3

Guest editorial: Internal communication during the COVID-19 pandemic

Kevin Ruck, Linjuan Rita Men

Internal crisis communication and the social construction of emotion: university leaders' sensegiving discourse during the COVID-19 pandemic

Liz Yeomans, Sarah Bowman

The paper explores university leaders' employee-focused sensegiving discourse during the COVID-19 health crisis. The aim is to reveal how leadership sensegiving narratives…

A question of quality: perceptions of internal communication during the Covid-19 pandemic in Germany

Sarah Ecklebe, Natascha Löffler

The purpose of this paper is to explore employees' perceptions of the quality of internal communication in German organizations during the Covid-19 pandemic. In this context, the…

Achieving employee support during the COVID-19 pandemic – the role of relational and informational crisis communication in Austrian organizations

Sabine Einwiller, Christopher Ruppel, Julia Stranzl

Based on social exchange theory, the study examines the influence of informational and relational internal communication on cognitive and affective responses and job engagement…

What was that all about? On internal crisis communication and communicative coworkership during a pandemic

Mats Heide, Charlotte Simonsson

The aim of this paper is to contribute with increased knowledge of the complex role of internal communication during a crisis like the COVID-19 pandemic. More specifically, the…

Ethical listening to employees during a pandemic: new approaches, barriers and lessons

Marlene S. Neill, Shannon A. Bowen

The purpose of this study was to identify new challenges to organizational listening posed by a global pandemic and how organizations are overcoming those barriers.

Effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention

Myoung-Gi Chon, Lisa Tam, Jeong-Nam Kim

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