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1 – 10 of over 4000Yeonsoo Kim, Shana Meganck and Iccha Basnyat
This study, informed by the Situational Crisis Communication Theory, aims to suggest two primary response strategies that can be used for effective internal crisis communication…
Abstract
Purpose
This study, informed by the Situational Crisis Communication Theory, aims to suggest two primary response strategies that can be used for effective internal crisis communication during a pandemic situation, such as COVID-19. The effect of base response strategies on employees' perceptions of communication quality, leadership and relational outcomes were investigated.
Design/methodology/approach
An online survey of full-time employees in the United States was conducted.
Findings
The findings showed that for an instructing information strategy, not all types of information were equally associated with positive employee responses in terms of perceived quality of internal communication related to the COVID-19 pandemic and transformational leadership. Specific information that employees need to know in order to safely perform daily tasks, such as organizational protocols and thorough preparation, seem to be the most needed and desired information. Adjusting information was positively associated with employee perceptions of internal communication quality and perceptions of CEO leadership. Employees' perceived quality of internal communication affected by the base crisis response strategies were positively correlated with perceptions of transformational leadership and relational outcomes (i.e. employee trust in the organization, employee perceptions of the organization's commitment to relationships with employees, employee support for organizational decision-making related to COVID-19).
Originality/value
This study presents important theoretical and practical insights through an interdisciplinary approach that applies the theoretical framework and relationship-oriented outcomes of public relations to public health crisis situations.
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Eugene Lee, Renee Mitson and Hao Xu
The purpose of this study is to investigate the impact of leaders’ use of motivational language on psychological relatedness and its effect on employee well-being in flexible and…
Abstract
Purpose
The purpose of this study is to investigate the impact of leaders’ use of motivational language on psychological relatedness and its effect on employee well-being in flexible and remote working conditions.
Design/methodology/approach
A survey among 375 full-time working professionals in the US was conducted with varying frequencies of remote work arrangements. For the analysis, we used a series of PROCESS analyses to examine the moderating effect of leaders’ motivational language use on the relationship between participants’ remote work status and relatedness, with employee well-being as the dependent variable.
Findings
The findings revealed a significant moderating effect of leaders’ perlocutionary (direction-giving) language use on the relationship between employees’ remote work status and relatedness. Specifically, the relationship between remote work status and relatedness was stronger when the use of perlocutionary (direction-giving) language gradually increased. Such enhanced relatedness, in turn, generated higher satisfaction and psychological well-being. The study shows the strategic advantage of direction-giving language in enhancing relatedness, thereby contributing to higher levels of employee satisfaction and psychological well-being in remote work environments.
Originality/value
The originality of this article lies in its integration of motivational language theory and self-determination theory to explore the well-being of employees within flexible and remote work status. Furthermore, we conceptualize remote work as a continuous variable with different degrees of flexibility, ranging from occasional telecommuting to fully remote work, allowing for a nuanced understanding of how leaders’ use of motivational language interacts with varying levels of remote work arrangements to influence employee well-being.
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Ansgar Zerfass and Jeanne Link
The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as…
Abstract
Purpose
The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.
Design/methodology/approach
Based on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.
Findings
The CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated.
Research limitations/implications
The approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.
Practical implications
The CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.
Originality/value
Transferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.
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The purpose of this paper is to present an empirical analysis, which consists of interviews with executive trainee programs of three international companies. The results of this…
Abstract
Purpose
The purpose of this paper is to present an empirical analysis, which consists of interviews with executive trainee programs of three international companies. The results of this analysis offer answers to questions currently being discussed in the corporate social responsibility (CSR) literature, namely, on the effects of CSR communication on top talent attraction.
Design/methodology/approach
The study uses structured interviews to analyze the communication perceptions and expectations of (n = 15) top talents when making employer decisions. It compares these with the expectations and intentions of HR managers responsible for programs and communications (n = 15).
Findings
The study found that HR managers only partially reflect top talents’ specific communication expectations. In addition to the program-specific CSR content, corporate communications have an overarching optimization potential in the communication mode and information architecture. It is particularly striking that future executives proactively seek CSR content in hiring and access corporate and brand communications for this purpose.
Research limitations
The study was conducted during the COVID-19 pandemic, which made a digital interview setting necessary and did not allow to react in detail on every physical signal. On top, the study has only 30 participants (15 HR/15 talents) from three different talent programs.
Implications
The study identifies practical, gender-specific and industry-specific implications for corporate communications regarding content and mode of communication. Companies should specify concrete measures for recruiting future executives, but they can also indicate efforts and first initiatives, thus setting a more decisive stage for an aspiration.
Originality/value
The study is characterized by its unique data set. Only a few companies have explicit programs for the development of future executives. The study also examines HR managers’ communication planning and expectations and future executives’ effective communication perceptions and perspectives.
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The purpose of this study is to investigate the role and features of internal online events (IOE) in organizations and measure their impact on employee outcomes (communication…
Abstract
Purpose
The purpose of this study is to investigate the role and features of internal online events (IOE) in organizations and measure their impact on employee outcomes (communication satisfaction and loyalty in active and passive forms).
Design/methodology/approach
The study conducted a mixed-method process – first, which involved three semistructured interviews in India, Russia and France, and the data were analyzed through a qualitative coding procedure. Subsequently, a survey was conducted among employees regarding their perceptions of IOE. One hundred eighty-four fully completed questionnaires were collected, and the results were analyzed using structural equation modeling.
Findings
The analysis of qualitative data revealed common patterns in IOEs in the organizations across India, Russia and France. The quantitative analysis showed the significant impact of IOEs on perceived communication satisfaction. Which in turn primarily stimulates the development of active employee loyalty rather than passive loyalty.
Research limitations/implications
This study acknowledges that the samples were limited to only a few geographical regions of India, Russia and France. Also, the research is subject to sampling limitations due to snowball approach.
Practical implications
Internal communication (IC) managers can use this research findings to develop more effective IOEs to address organizational goals and create synergy-based positive outcomes (such as loyalty) within the employees of the organization.
Originality/value
Research contributes to exploring the role and characteristics of IOEs by applying engagement theory, emphasizing their capacity as a strategic IC channel to enhance employee involvement. Moreover, the study investigated the impact of IOEs on communication satisfaction and employee loyalty by applying affective events theory to communication.
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Alessandra Sossini and Mats Heide
This study problematizes the prevailing normative and managerial-dominated view of self-initiated employee ambassadorship on social media from a power perspective. The aim is to…
Abstract
Purpose
This study problematizes the prevailing normative and managerial-dominated view of self-initiated employee ambassadorship on social media from a power perspective. The aim is to provide a more nuanced and critical understanding of the negative aspects of this phenomenon.
Design/methodology/approach
The empirical material encompasses qualitative interviews with employees from 14 organizations and Foucault’s concept of disciplinary discursive power to analyze which and how discourses exert power over employee communication on social media and what role visibility plays in it.
Findings
This study indicates that employee ambassadors’ social media communication is governed by two discourses that create complex tensions, where ambassadors constantly must negotiate between self-branding requirements and an authenticity paradox. These tensions intensify through visibility on social media, where employees strategize and situationally silence their communication through self-monitoring and self-surveillance practices. Conclusively, the findings also outline the need for further critical research to offer a deeper understanding of power relations that influence the communication practices of organizational members.
Research limitations/implications
The paper contributes to a more nuanced understanding of self-initiated employee ambassadorship on social media and highlights disciplinary power relations that go beyond organizational borders.
Practical implications
The findings underscore that organizations need to address the critical aspects of self-initiated employee ambassadorship and act as facilitators to support employees in their navigation process.
Originality/value
This paper contributes a new critical power perspective on employee ambassadorship on social media.
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Nicholas Eng, Ruoyu Sun, Juan Meng and Marlene S. Neill
The purpose of this study is to examine the well-being initiatives and programs offered to full-time communication employees and identifies antecedents of employee subjective…
Abstract
Purpose
The purpose of this study is to examine the well-being initiatives and programs offered to full-time communication employees and identifies antecedents of employee subjective well-being and commitment in the workplace (e.g. organizational attention to mental health in the workplace and perceived organizational support, POS).
Design/methodology/approach
Guided by organizational support theory (OST), we conducted an online survey with 262 full-time communication professionals.
Findings
The data show that a variety of well-being initiatives and programs (e.g. mental health assistance programs and flexible working hours) are offered to communication employees, who receive this information from various sources (e.g. emails and announcements at employee meetings). Additionally, the number of well-being initiatives also positively predicted organizational attitudes and attention to mental health in the workplace. Supporting OST, attitudes and attention to mental health in the workplace positively predicted POS, which subsequently predicted subjective well-being and organizational commitment.
Research limitations/implications
The study offers practical implications around the communication professionals’ experience in employee well-being and culture. Perspectives from internal communication teams will help organizations leverage their efficiency in creating a supportive work culture around mental well-being and contribute to the understanding of well-being in communication industries. Theoretically, we extended the range of OST, by testing the theory in a new context of communication professionals during the pandemic.
Originality/value
Although communication professionals carry a critical internal communication role in actively promoting employee mental health, well-being and healthy organizational cultures, very little research has been dedicated to investigating how they handle these subjects themselves. Therefore, this study provides original value by focusing on the perceptions, knowledge and action taken by communication professionals when responding to organizations’ well-being programs/initiatives offerings during the peak of COVID-19 and the factors that influence communication professionals’ subjective well-being.
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Tom A.S. McLaren, Erich C. Fein, Michael Ireland and Aastha Malhotra
The purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for…
Abstract
Purpose
The purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for the identified change. In doing so, we developed a new measure, which includes a novel baseline element.
Design/methodology/approach
Items were developed, and then categorical validation data were collected through an online cross-sectional survey in which 222 respondents (adults over 18 years of age, and at least 6 months tenure) participated.
Findings
Within the items, we framed the activation of self-worth bias as requests for employee comments regarding change efforts. Results indicate there is a difference between asking for employee comment on change efforts, compared to asking for employee comment on change efforts and also providing feedback considerate of that input.
Originality/value
This study explores and presents a convergence between behavioral economics, management and applied psychology research – using both self-worth bias, and organizational change management communications; no other such comparable study or analysis could be found during the preparation of this research effort. Furthermore, a novel measure and innovative method is presented for developing and measuring self-worth bias during organizational change management communications.
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Joseph K. Nwankpa and Yazan F. Roumani
This study aims to explore the effects of remote work on employee productivity and innovation and how these effects are moderated by knowledge sharing and digital business…
Abstract
Purpose
This study aims to explore the effects of remote work on employee productivity and innovation and how these effects are moderated by knowledge sharing and digital business intensity.
Design/methodology/approach
The study draws on survey data from a random sample of 231 remote workers across the USA. The analysis and empirical validation of the research model used partial least square.
Findings
The results demonstrate a positive association between remote work and employee productivity. In addition, the findings present empirical support for hitherto anecdotal evidence regarding the impact of remote work on innovation. In particular, the study notes that knowledge sharing and digital business intensity amplified the positive relationship between remote work and employee productivity. The results further revealed that the positive link between remote work and innovation was stronger in the presence of knowledge sharing.
Originality/value
The study contributes to the ongoing inquiry into remote work by drawing on the knowledge-based view as an underlying lens to understand the consequence of remote work. Identifying knowledge sharing and digital business intensity as moderators of the linkage between remote work and employee productivity is an important contribution, especially when researchers and practitioners are trying to understand the business value of working remotely. Furthermore, to the best of the authors’ knowledge, this study is the first to identify knowledge sharing as a key mechanism that strengthens innovation outcomes in a remote work environment.
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Amitabh Anand, Elena Sinitsyna, Sándor Takács and Sergey Kazakov
This study aims to develop and validate the scales on the dark side of internal communication (IC) that capture a more nuanced perception of ineffectiveness, manipulation and…
Abstract
Purpose
This study aims to develop and validate the scales on the dark side of internal communication (IC) that capture a more nuanced perception of ineffectiveness, manipulation and miscommunication from the employee perspective. This study also examines this scale's effects on employee outcomes (such as employee loyalty and quiet quitting).
Design/methodology/approach
The authors developed the dark side of the IC scale through qualitative interviews and a review of relevant literature. Statistical techniques such as exploratory and confirmatory factor analysis, convergent validity and nomological validity were performed on the newly produced scales. The authors also examined the predictive validity effects of these scales on employee loyalty and quiet quitting using participants from Hungary.
Findings
The scale development resulted in a 15-item measuring three dimensions of the dark side of IC. After several statistical examinations, the scale exhibited robust psychometric properties and is reliable and valid.
Originality/value
This study empirically supported the new phenomenon of studying the dark side of IC, and the scale can be used to measure employee outcomes, the effectiveness of organizational communication, etc.
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