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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.

The researchers conducted 30 in-depth interviews with US communication management professionals.

Communication management professionals value listening, but do not always make it the priority that it merits. They listed lack of desire of senior management, time, and trust of employees as barriers to effective organizational listening. The global COVID pandemic has made it more challenging to connect to employees working remotely and to observe nonverbal cues that are essential in communication. Organizations are adapting by using more frequent pulse surveys, video conferencing technology and mobile applications. Most importantly, this pandemic has enhanced moral sensitivity and empathy leading organizations to make decisions based on ethical considerations.

The researchers examined organizational listening applying employee-organization relationships (EOR) theory and found that trust is essential. Trust can be enhanced through building relationships with employees, ethical listening and closing the feedback loop by communicating how employers are using the feedback received by employees to make a positive change.

Communication managers need to place a higher priority on listening to employees. Their listening efforts need to be authentic, morally autonomous or open-minded, and empathetic to respect the genuine concerns of employees and how organizational decisions will affect them. Listening is essential to serving as an ethical and effective strategic counselor.

The study examines organizational listening in the context of a global pandemic.

The rise of a professional career presents women in today's public relations profession an intense challenge in balancing professional and family responsibilities. Therefore, this study is motivated to investigate female public relations professionals' perceptions of work–family conflict in their daily life. Specifically, the authors focused the research on women working in the professions of communication and public relations in the United States.

An online survey was designed and conducted in the United States. The final sample includes 512 women working full-time in public relations and communication. In addition, the authors pre-specified several demographic quotas in sampling design in order to recruit a diverse group of female professionals nationwide.

The findings of this research study confirmed that female professionals have to constantly make changes to their plans for family activities when there is a conflict due to work-related duties. Such impact is particularly intense for professionals in the age bracket of 31–40. They have to use a wide variety of coping strategies to manage the work–family conflict. Findings in the present research study confirmed the critical role of mentoring in providing extra support and to help junior female professionals find coping solutions. Effective mentor–mentee networks can be established and used as valuable resources to support women in managing work–family conflict.

By investigating current female professionals' perceptions on work–life conflict and their adoption of relevant coping strategies in the workplace, this research provides solid evidence that organizations should dedicate efforts in providing strong support in programs and policies and makes the options available to female professionals at all levels. The present research highlights the importance of building mentor–mentee relationships as an effective supportive approach when managing work–family conflict.

The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions.

To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.

An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship.

Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

The purpose of this paper is to examine what formal executive-level committees senior corporate communications executives are members of and what value they contribute.

The researcher conducted in-depth interviews with 30 senior executives at four US companies who discussed corporate communications’ involvement in eight strategic issues.

The focus on the C-Suite is too narrow as strategic issues arise at the division level and in executive-level committees. Corporate communications is often in competition with marketing for influence and coveted seats in the board rooms. Corporate communications is most likely to be included in decision making when issues are perceived as falling within their domain, when the function has support from the CEO, when working in industries with frequent crises or those focussing on reputation management, and in companies that utilize integrated decision teams.

Corporate communicators need to enhance their research skills and educate other colleagues about their domain beyond media relations.

Study includes the perspectives of executives outside of corporate communications such as marketing, sales, human resources, investor relations, finance, and operations as well as division presidents.

The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.