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The purpose of this study is to explore the organization‐stakeholder relationship between oil and gas operators and community members involved in the Sundre Petroleum Operators Group (SPOG) in Alberta, Canada. After a crisis of trust, the SPOG was established to increase transparency, and attempt to rebuild trust and healthy community stakeholder relationships.

This research paper is a result of interviews with both SPOG industry and community members (n=18). A qualitative phenomenological orientation was adopted because of its focus on the individual experience of the relationship. Key relational elements such as trust and transparency were examined in relation to the importance for relationship building. The research is limited by the number of interviews that were obtained during the time allotted for data collection.

The results indicated that after a crisis, transparency is crucial for rebuilding trust and maintaining healthy community stakeholder relationships. An interesting finding in the research was the apparent influence of The 7 Habits of Highly Effective People on the development and maintenance of shared values within the relationship. Further research is recommended into the impact of Covey's leadership and management style and on organization‐stakeholder relationships.

Shell provides an excellent example of an organization that experienced a loss of trust with key stakeholders and used transparency to begin to rebuild important stakeholder relationships.

Based on social exchange theory, the study examines the influence of informational and relational internal communication on cognitive and affective responses and job engagement during organizational crises caused by the COVID-19 pandemic.

Data were collected by means of an online survey among people working in organizations with a minimum of 10 employees (N = 1,033) and analyzed using structural equation modeling.

Results show that informational and relational communication as organizational resources have a significant but distinct influence on how employees support their employer during the crisis. While informational communication influences employees' acceptance of managerial decisions, relational communication exerts most influence on affective commitment, which is the strongest driver of job engagement.

The cross-sectional design, specific crisis situation and geographic location are limitations of the study.

Delivering relevant information to employees quickly and reliably is important. Yet, relationship-oriented communication that demonstrates appreciation and allows for participation has even stronger effects on job engagement, which is essential to mastering challenges arising from a crisis.

During the COVID-19 pandemic, organizations demanded much from their employees. In exchange, organizations should provide the resources information, status and love (Foa and Foa, 1980) by means of internal crisis communication.

The study demonstrates the role of different types of internal communication during organizational crises used to convey organizational resources, and it highlights the mediating role of acceptance and commitment to enhance employees' engagement at work.

The purpose of this paper is to investigate how in Britain, France and Italy the idea of the living animal is being detached from the action of eating meat. It is an ongoing historical process, which has recently been fuelled by the new issue of cultured meat.

Starting from Goody's developmentalist stages (Production, Distribution, Preparation and Consumption), first this work analyses historically how these stages have undergone the process of the disappearance of the animal origins of meat (animal origins of meat are parts like the head and legs that remind us that once meat was an animal). Second, this paper applies cultured meat to Goody's stage of Production, linking the new product to the historical, above described, process.

The analysis shows that, in the past, Goody's stages of Consumption, Distribution and Preparation witnessed the disappearance of the animal origins of meat, while Production was not affected by the phenomenon. Today, with testing on cultured meat, even the stage of Production has gone through this process. Now, all of Goody's stages are involved in the process. Usually considered a shocking novelty, cultured meat is instead a stage of a historical process.

No one has previously analysed the disappearance of the animal origins of meat relating it to Goody's stages, and a current issue like cultured meat has never been considered a further step of this process.

This study aims to examine the role of organisational democracy (OD) in facilitating the knowledge sharing (KS) process within companies, thus considering the effect of different OD principles.

The authors used data collected through a questionnaire on a sample of 254 employees at private universities and colleges to test the relationship between OD and KS. Data were analysed using the structural equation modelling technique.

Overall, OD has a direct and significant effect on facilitating KS in organisations. Also, the results showed that there are different degrees and intensities among the individual principles (sub-concepts) of OD and KS.

The findings highlight the important role of democracy in an organisation to enhance the organisational climate and employees’ behaviours, thus leading to higher KS outcomes. Also, results, provide an opportunity for managers to consider enhancing democracy in an organisation for improving internal collaboration effectiveness in KS.

This paper sheds light and adds new knowledge to embryonic studies that are directed towards the integration of democracy within the main concept of knowledge management (KM). This emphasises the need to use and stimulate OD and its principles for improving the effectiveness of KM practices with specific attention to KS.