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The purpose of this study was to shed light on how effective environmental corporate social responsibility (CSR) communication can be achieved through persuasive communication strategies using message framing.

This study conducted an online experimental study with a 2 (narrative: narrative or non-narrative) × 2 (framing: gain or loss) between-subjects design.

The findings showed that environmental CSR communication using narrative framing messages is most effective in creating strong CSR associations between a company and the environmental CSR domain and sharing the company's CSR information on supportive communication and advocating for the environmental campaign.

This study highlights the importance of a company's environmental CSR communication efforts using the right message format (narrative style) to increase its persuasive sequence from CSR evaluation to supportive behaviors, contributing to theoretical development in the research of environmental CSR communication. This study suggests that environmental CSR campaign managers should first formalize the company's environmental responsiveness by clearly establishing policies and practicing CSR performance that could result in a strong CSR association before asking their target publics to engage in pro-environmental activities.

As new work environments have been created and accelerated due to technological advances, after-hours work communication has become one of the prominent features of the technology-enabled work environment. Grounded in the conservation of resources theory, this study aims to uncover the effects of after-hours work communication through communication technologies on employees' burnout and extra-role behaviors.

The study conducted an online survey of 315 US full-time employees from a wide range of industrial sectors.

The findings of the study show that after-hours work communication through communication technologies increases employees' negative extra-role behaviors, specifically counterproductive work behavior and negative word-of-mouth. Furthermore, emotional exhaustion partially mediated the relationship between after-hours work communication and negative extra-role behaviors.

The study provides practical implications for an organization's effective optimization of work-related communication to overcome adverse consequences for employees and organizations. Corporate leaders and communication professionals are encouraged to establish clear guidelines related to the use of communication technologies after hours and exercise leadership practices to prevent after-hours communication through communication technologies from contributing to employees' burnout.

The findings enhance the understanding of the role of after-hours work communication through communication technologies in the workplace by revealing how the effects of after-hours work communication enabled by communication technologies on employees' psychological well-being spills over to organizational effectiveness.

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.

This study aims to examine the effects of transformational leadership on employees' internal (i.e. voice) and external (i.e. megaphoning) communication behaviors and to explore the mediating role of employees' communal and exchange relationship norms with their organization.

An online survey was conducted with full-time employees working in various industry sectors in the USA.

Transformational leadership significantly increased employees' voice behaviors and their positive and negative megaphoning behaviors. Communal relationship norms exerted a significant mediation effect on employees' communicative behaviors and exchange relationship norms had positive impacts on employees' megaphoning behaviors.

This study is among the first attempts to test the effect of transformational leadership style on employees' communicative actions within and outside of a company and the mediating role of exchange-communal relationship norms.