This study characterises and problematises the language of corporate reporting along region, industry, genre, and content lines by applying readability formulae and more advanced natural language processing (NLP)–based analysis to a manually assembled 2.75-million-word corpus. Readability formulae reveal that, despite its wider readership, sustainability reporting remains a very difficult to read genre, sometimes more difficult than financial reporting. Although we find little industry impact on readability, region does prove an important variable, with NLP-based variables more strongly affected than formulae. These results not only highlight the impact of legislative contexts but also language variety itself as an underexplored variable. Finally, the study reveals some of the weaknesses of default readability formulae, which are largely unable to register syntactic variation between the varieties of English in the reports and demonstrates the merits of NLP in report readability analysis as well as the need for more accessible sustainability reporting.
Many corporate leaders believe that the physical environment of the workplace can play a major role in fostering the interdisciplinary collaboration they link to organizational innovation and in creating a brand that attracts and keeps highly talented employees. Their belief aligns with a recent materialist turn in scholarship that addresses the mutual creation of objects and subjects. Taking advantage of ubiquitous communications technology, the open plan design of these new workplaces offers a variety of settings, created more through furnishings than architecture, to support the four modes of 21st-century work: collaborate, socialize, learn, and focus. In this flexible, "mobile" workplace, people and things mutually reconfigure themselves as projects and preferences change. A tension exists, however, between group-oriented communication conducted face-to-face and private, individual thinking. Exploring the fit between the rhetoric of what space can do, especially enhancing collaboration and achieving innovation, and results on the ground, is an inviting, largely untapped, area for business communication research.
Much has been written about the nature of leadership communication; however, the linkage often is limited to a view of communication as a strategic mechanism—or technique—to be employed by leaders in efforts to achieve specific purposes. This limited conceptualization of leadership communication does not fully capture the pervasive role of communication, and it fails to provide a nuanced view of the role communication plays in organizational dynamics, and in business settings, in particular. This article begins with an overview of various dichotomies raised in the leadership literature that have tended to impede rather than advance our understanding. We then discuss the evolution of thinking about communication and conclude with a discussion of several principles that can enhance contemporary organizational and business communication theory and practice.
Given the frequency and severity of crises faced by organizations, the question of how managers can best lead their organizations through times of crisis is important. Communication plays a particularly critical role in such situations. We perform a multistage content analysis study using letters to shareholders appearing in publicly traded Japanese and U.S. firms during the economic downturn following Lehman Brothers bankruptcy in 2008. In our initial exploratory study, we identify employee primacy and the existence of corporate slogans as relevant constructs. We then develop hypotheses and test them in a larger sample confirmatory study. We find that firms concurrently exhibiting both employee primacy and corporate slogans in their communication outperformed their peers. To aid in interpreting our results, we also provided three examples of qualitative descriptions of such firms. Our Japanese and U.S. sample increases the generalizability of our results.
The use of accommodation strategies between native and nonnative interlocutors of English in the rapidly increased virtual and global work contexts remains underresearched. Contextualized in a Chinese IT outsourcing company where English is used as a lingua franca, this study focuses on how accommodation strategies are used by both on- and offshore team project members in their virtual meeting exchanges. The article argues that the actual linguistic exchange appears to be scaffolded and facilitated by a series of what the authors call "extratextual accommodation strategies" such as the use of detailed minutes of tasks set and completed, and an agreed meeting format. While "intratextual accommodation strategies," that is, those relating to specific linguistic behaviors in English in the exchanges are also used by interlocutors to accommodate to each other’s speech; the article argues, therefore, that both extra- and intratextual accommodation strategies appear to work in a symbiotic way to ensure successful exchange in business virtual meeting contexts.
This study examined, via a field experiment, the extent to which the quality of leader-member exchange (LMX) and gender affect employees’ enactment of exit, voice, loyalty, and neglect (EVLN) strategies in response to the dissatisfying situation of injustice in the workplace. Findings showed that, when faced with a dissatisfying situation, employees in high-quality LMXs are less likely to engage in exit and neglect behaviors, but more likely to practice loyalty behaviors than their peers in low-quality LMXs. Voice behaviors, the most preferred response strategy, appear to have much more complex relationships with LMX quality than other strategic communication responses. No gender difference was detected. Furthermore, gender did not moderate the way that the quality of LMX influences the use of EVLN strategies.
In Asia, the English language serves as a lingua franca to connect people from various backgrounds for managerial synergy. In this study, we investigate leadership in a setting where English as lingua franca is used among Asian business professionals. Employing the notion of discourse, we use quantitative and qualitative analyses to identify how leadership emerges in meetings with multicultural participants, and how different types of leadership affect these decision-making meetings. We conclude that linguistic and contextual factors discursively construct different styles of leadership, and that these leadership styles lead to starkly different team outcomes. The overall result indicates that a business meeting is not a logical process leading to a rational decision, but rather an organic mix of contextual, linguistic, and leadership factors when English as lingua franca is used in multicultural participants.
This study examines the extent to which the leaders of business schools engage with Twitter to reach diverse audiences, the possible links between Twitter usage and the ranking of the Dean’s respective business college, and the linguistic/stylistic approaches adopted. We employed sentiment analysis to examine the linguistic approaches among the various tweets from the Dean’s account. The findings of the study suggest speaking at stakeholders from a public microblog may not be the most effective way to connect with them. Notwithstanding, biological and cognitive constraints limit the economy of attention and relationships in an online world.
As environmental change accelerates and future uncertainty increases, implementation of strategy inherently involves continuous adjustment and modification. To meet the need for further research on the critical role of communication, this article contributes to the literature by examining the relationship between communication and strategy implementation. I propose that senders’ bias, which refers to the overestimation of the quality of communication (i.e., degree of sharing) with organizational members by senders (i.e., top managers), is a fundamental implementation problem. Thus, top managers’ perceived degree of communication with organizational members is expected to have limited effects on the degree of value sharing and resulting effectiveness of strategy implementation up to a certain threshold point. Additionally, I argue that the relationship between top managers’ perceived degree of communication and strategy implementation are moderated by the type of communication (i.e., whether storytelling is used in the communication), communication medium (i.e., the use of e-mails), and top managers’ openness to the voices of organizational members. The idea of senders’ bias should provide insights into why many organizations struggle with strategy implementation.
Motivating language theory (Sullivan, 1988) is a leadership communication theory focused on the strategic use of leader oral language. Walk and talk alignment is a main pillar of motivating language theory. As such, within the field of educational leadership, we hypothesize that behavioral integrity and credibility are required in order for motivating language to occur. In this study, a survey was administered to teachers, from 2011 to 2014, at a Title I elementary school to gauge the motivating language use of the principal. We empirically tested the ability of behavioral integrity (Simons, 1999, 2008) and credibility (McCroskey & Teven, 1999) to predict the principal’s motivating language use. There were statistically significant correlations between behavioral integrity and motivating language, credibility and motivating language, and between behavioral integrity and credibility. In each year, behavioral integrity and credibility contributed significantly to the predication of the principal’s motivating language use. Behavioral integrity and credibility are integral to a leader’s use of motivating language. We discuss the results and implications for employees and organizations, along with ideas for future research.
Job interviews have been the object of extensive academic research and of advice literature. Yet both have largely neglected to incorporate findings drawn from naturally occurring job interviews. In this article, we focus on the case of giving negative remarks about third parties. Popular how-to books strongly advise against such comments; however, while analyzing our corpus of more than 20 naturally occurring Belgian employment interviews, the frequent use of negative remarks about third parties was striking. This discrepancy between actual practice and prescriptive literature inspired us to investigate this phenomenon by focusing on the interactional dynamics of one job interview in which a candidate comments negatively on his boss after having constructed a personalized identity of a trustworthy person. We argue that, in this particular case, this negative comment demonstrates the candidate’s adaptability to the discursively renegotiated "rules" of the "interview game" and that this can be a successful strategy in employment interviews. To conclude, in the light of these findings, we speculate on the utility of the advice that "how-to books" provide.
This study explores how the dialogue—or lack thereof—between employees’ opinions and organization-wide communications relates to employees’ identification with the organization. Using survey data from a sample of 111 IT workers, we performed cross-level tests to explore how employee voice, the perceived adequacy of organization-wide downward communication, and job satisfaction related to employees’ organizational identification. The results of the hierarchical regression and mediation analyses revealed that higher levels of employee voice were associated with higher levels of organizational identification and fully mediated by job satisfaction. Similarly, higher levels of organization-wide communication adequacy were associated with higher levels of organizational identification and partially mediated by job satisfaction. The findings suggest that inclusive and participative organizational communication practices are most likely to foster organizational identification when they are viewed favorably by employees and positively impact their job experiences.
This article deals with the question of how agreement or disagreement in the perception of leadership communication from the perspective of both leader and subordinate is related to subordinates’ job satisfaction. Employees of a department in a large, globally operating insurance company and their managers (N = 110) completed questionnaires including instruments to assess leadership communication from the perspective of the managers and their respective employees as well as employees’ job satisfaction. Results from polynomial regression with response surface modeling suggest that there is a positive linear relationship between self- and other ratings of leadership communication and subordinates’ job satisfaction, in which the highest scores of job satisfaction are related to high in-agreement ratings of leadership communication. In addition, discrepancies in perceptions of leadership communication decrease job satisfaction, particularly when leaders are overestimators.
Previous literature on performance attributions has focused exclusively on annual report narratives. The objective of this article is to determine whether graphs in annual reports could be used for making performance attributions. The analysis focuses on annual reports of 33 commercial banks from 7 Central and Eastern European countries during 2006 to 2013. In line with expectations and results of previous research, there is strong support for the presence of negative performance attributions and attributional enhancements. A decrease in a bank’s profitability is associated with an increase in the use of external indicator graphs. If a bank’s profitability increases simultaneously with deterioration in a graphed external indicator, the use of such external indicator graphs increases compared with when profitability increase occurs simultaneously with an improvement in a graphed external indicator. There also exist signs that negative performance attributions are intentional and potentially driven by impression management motives.
This study provides a summative content analysis and framing analysis of 15 of the top 20 corporate websites identified on the 2010 DiversityInc Survey as "top-ranked" in diversity management, to assess how diversity is framed by organizations ranked highly in diversity criteria and to gain a better understanding of linguistic and semiotic consistency in diversity rhetoric and framing. Findings reveal three primary approaches in how organizations frame diversity: first, as an organizational asset promoted and preserved through its human resources and corporate values; second, as a driver of business excellence and competitive advantage; and finally, as a structural mechanism supported by diversity and inclusion initiatives such as employee mentoring, networking, diversity training, and institutionalized governance. While these mechanisms themselves are questionable in terms of their actual results in increasing levels of diversity and inclusion, corporate websites serve as symbolic and necessary contemporary representations of impression management among stakeholders, stockholders, and employees. Additional findings highlight a high level of consistency in linguistic and semiotic use regardless of organization type, industry, or intended audiences.
Leadership styles that promote upward and downward communication have been shown to foster a plethora of positive outcomes within the workplace, group collaborations, and team contexts. Similarly, supervisor-subordinate solidarity communication has been related to desirable workplace outcomes. The purpose of this study was to investigate leadership styles as related to solidarity communication. The authoritarian leadership style was associated with the lowest solidarity and consistently yielded the least job satisfaction and highest burnout in subordinates. Furthermore, subordinates with authoritarian leaders did not fit the supervisor-subordinate solidarity model. A more nuanced explanation of leadership communication as related to solidarity is discussed.
This study aims to grow our current understanding of situational crisis communication theory by expanding on the conceptualization of causal responsibility as the primary mechanism contributing to the cognitive formulation of blame by stakeholder groups. By doing so, this research sought to assess the differential impact of common media frames of crisis events in order to inform organizational crisis communication efforts. A total of 186 students participated in an experimental study from a Midwest university. A series of multivariate analyses of variances were computed to assess the hypotheses advanced in the study. Results indicated that crisis frames can negatively affect organizational reputations. Episodic frames were found to amplify the reputational threat levels in both the victim and accidental clusters. Findings also indicated that when stakeholders perceive the source of the media report as being highly credible, more negative perceptions toward the organizations involved in the crisis were generated. The results help inform the corporate communication response process designed to address the "image" of a crisis as an attribute of consideration, in relation to the framing of the crisis event. Limitations and future directions are offered.
This article explores the role of email in the ambiguous circumstances of an established international partnership that is developing into competition. Using the naturally occurring interaction of a longitudinal ethnographic study, we study the ensuing task and relationship conflicts through the communication medium. Results show that the conflict is facilitated by email, not as an unfortunate side-effect but as a strategic choice of distance, partly for passive protection but also for active control of the interaction. We use the results to chart the multiple situated identities of the communicators that are made salient in their virtual interaction. The double aspect of social and organizational contexts is shown to have an effect on different issues, such as organizational authority at the home organization, the buyer-supplier relationship, nonnative language use, and norms of communication style in the interaction.
Motivating language (ML) is a leader oral-communication strategy which has been significantly linked to such positive employee outcomes as higher job performance, increased job satisfaction, lower intention to turnover, and decreased absenteeism. However, most ML research has not targeted an organizational system at multiple levels. In brief, we have not looked at how this beneficial form of communication is actually implemented throughout an organization, including at the CEO level. In response to this gap, our main goals were to identify robust hypotheses on ML diffusion for future empirical testing, better understand the emergent processes of ML adoption within an organization, and advance development of related theory. These goals were achieved through an agent-based simulation model, drawn from management, communication, and social network scholarship. More specifically, overview, design concepts, and details protocol and NetLogo software were applied to simulate ML diffusion among all leader levels within an organization. This model also captured the influences of predicted moderators, and results were then interpreted to create testable hypotheses. Findings suggest that top-leader oral language use and organizational culture have the most profound impact on ML diffusion, followed by rewards, with partial weak support for the effects of training, turnover, and time. Recommendations were also made for future research on this topic, especially for empirical tests.
This study explored relationships between organizational assimilation, organizational reputation, and organizational dissent. Survey data collection using standard instruments was conducted with a sample of employees drawn from three countries (the United States, the United Kingdom, and Australia). Analysis revealed that the expression of dissent to management and to coworkers was significantly and positively correlated with both organizational assimilation and organizational reputation. In particular, findings suggest that employees who reported being more socialized within their respective organizations also expressed more dissent to managers and to coworkers. Similarly, employees who reported perceiving their organizations as more ethical and reputable were more likely to express dissent to managers and coworkers. Additional analyses indicated that the relationships identified between variables were immune to the effects of organizational tenure and national culture. In particular, the results show that organizational assimilation is a key determinant of organizational dissent and that organizational reputation is a key reason that employees express it.
Some people see multinational collaboration as a problem, while others see it as an opportunity. Intercultural teamwork involves a dynamic push-pull tension between diversity and unity which places its study solidly within a dialectic perspective. In-depth interviews were conducted with 27 individuals who held management or supervisory positions, worked on multinational teams, and spent time working abroad. Their companies represent a broad range of industries and collectively these individuals worked on teams in several dozen countries in Asia, Europe, the Middle East, Africa, North and South America, as well as Australia and New Zealand. The results revealed a variety of cultural paradoxes and dialectics, complexities, and differences which affect many aspects of collaborative work. The importance of cultural identity and relationship recur throughout participant narratives. Dialectics include self-other validation, autonomy-connection, national-organizational culture, work-life, ambiguity-certainty, efficiency-redundancy, and direct-indirect communication styles. Intersections among dialectics are also identified.
A two-part investigation explored whether strategic messaging can influence others’ perceptions of one’s organizational citizenship. In a first study, inductive analysis of interviews (N = 24) revealed working adults hold implicit rules for how (and how not) to present themselves to their colleagues as good citizens: The rules require organizational members’ attempt to avoid being interpreted by colleagues as motivated by personal gain or working through ostentatious means. Then, the content of impression management (IM) messages were crafted—based on these rules—and used for a message-processing experiment (N = 274). Analysis demonstrated working adults’ perceptions of organizational citizenship behavior were influenced by strategic self- and other-referential messaging regarding motives and means. Results imply that strategic IM messaging, which conforms to the rules of organizational citizenship behavior impression-construction, are rewarded with audience perceptions of being citizenly. Implications for IM in the workplace are discussed.
This content analysis investigates bank presidents’ letters in the aftermath of the financial market crisis (2007/2008). We posit that managers use accounts as a rhetorical device in order to influence responsibility judgments of stakeholders. Therefore, we draw on attribution theory, self-presentational theories and research on account giving to develop our hypotheses. From our model of responsibility judgment, we infer how banks will react to their financial performance after the financial market crisis (2007/2008). We test this with a sample built from 91 U.S. and European banks, which were all severely hit by this crisis. Our results indicate that bank managers use accounts as linguistic devices to influence the responsibility judgments of stakeholders: Refusals and to relativize are used to influence their situational perception, concessions and excuses target on locus and controllability perceptions, and initiatives and outlooks affect stability perceptions.
This study used theory of independent mindedness as a framework to examine the role of aggressive communication traits in organizational assimilation. Both employee traits and their perception of supervisor traits were examined. Results indicated that employees who are indirect verbally aggressive report lower levels of familiarity with coworkers, acculturation, involvement, job competence, and role negotiation. Additionally, employees who perceive their supervisors as higher in argumentativeness, low in verbal aggressiveness, and low in indirect interpersonal aggressiveness report higher levels of familiarity with coworkers, familiarity with supervisors, acculturation, recognition, involvement, and role negotiation.
Managers often collaborate with members of consultancies with the aim of improving the performance of their organizations. It is astonishing that, after the completion of such consulting projects, both parties in most cases express satisfaction with the results. It is astonishing because, as we show in this article, consultants and the managers of client organizations, when engaging in joint projects, have to overcome severe communication barriers. These communication barriers originate from different frames of reference the collaborators refer to, different goals they pursue, and different logics they follow. As we demonstrate on the basis of an empirical analysis, the communication barriers are overcome predominantly through the use of boundary objects and prototyping.
This study investigated factors that influence the strategy process during a crisis within the chemical industry. It examined key organizational, environmental, and management factors—comprehensiveness, formalization, politicization, impact of the crisis, financial reporting—for their role in the strategy process during a crisis using regression analysis. The findings indicate that the strategy process during a crisis is influenced by several factors; specifically, politicization, formalization of the decision-making process, financial reporting, and the impact of the crisis. This study proposes an axiomatic model of cognitive decision making during a crisis. It suggests that decision making during a crisis is a complex problem-solving process contingent on several variables, which can be arranged on a scale with the proscriptive variables (variables that impede or hinder accommodation) at one end of the scale and supportive variables (variables that help advocate an organization’s position) at the other end of the scale, which when cross-joined with the advocacy/accommodation continuum yield a Cartesian product of communication options. Other implications and future areas for research are suggested.
This study investigated how perceptions of supervisor communication competence and source credibility were affected by the valence and synchronicity of a feedback message and the channel used to deliver the feedback message. Results indicated that those receiving feedback preferred phone calls rather than text messages as a channel for managers to deliver feedback. Also, supervisors delivering positive feedback were identified as more positive in general than those delivering negative feedback. Further results and implications are discussed.
The current study is the first to explore the relationships between managerial humor and workplace facets using cluster analysis. Two-hundred and two employed adults rated their managers’ humor and workplace facets online. K-means cluster analyses identified three managerial humor clusters, mostly replicating those found in the existing literature. A significant pattern of differences in stress, communication, creativity, perceptions of leader power, and job satisfaction were found between the clusters. Findings suggest negative humor use is most likely to be damaging to organizations when not used alongside positive humor types, and it is not merely the frequency with which a manager uses an individual humor type, but the holistic view of their humor, which is of importance in gauging valence of organizational facets. Using cluster analysis was beneficial in challenging assumptions from the existing literature, further contextualizing our understanding of humor and reinforcing the importance of humor use in the workplace.
The drive to both maintain competitiveness and to meet marketplace expectations using the strategic management of communication is a feature of the international workplace. In the complex and dynamic commercial environment of the new millennium, this drive includes the imperatives to employ competent communication professionals. Whether organizations are intent on acquiring or developing proficient practitioners, the ability to achieve these aims rests on the identification of relevant competencies and attributes. This study uses the Critical Incident Technique to explore the practice of Communication Management in a sample of practitioners in New Zealand and Finland—two geographically disperse countries. The identified critical incidents mostly related to managing crisis communication across both countries. To manage the incidents, communication practitioners predominantly used two competencies: stakeholder relationship management and external interface management. In addition, the personal attribute of adaptability was most commonly employed in both countries. Despite the similarity of incidents and the competencies and attributes required to manage them, also variability in practitioners’ strategic and personal responses was evident.
This research asked 252 upper-, middle-, and first-line-level managers in organizations experiencing radical change to assess the effects of their own leaders’ communications and behaviors on their perceptions of the change process. Results indicated that the frequency of exhibition of most behaviors by leaders positively affected subordinates’ perceptions of change. For three types of behaviors, soliciting upward feedback, driving change, and providing resources, the importance of these behaviors to the subordinates’ moderated perceptions of the change process. Discussion of these results and their implications conclude the study.
Research on organizational mission and vision primarily has approached the concepts from managerial perspectives. This study employed a communicative constitution of organizations perspective to problematize the concepts of mission/vision alignment and assimilation and to focus on employee mission/vision ownership. The study sought to understand how employees construct ownership, that is, their ability to control, change, or contribute to mission and vision. A thematic analysis of 46 in-depth interviews with employees from 22 organizations revealed factors that impede employee ownership and those that facilitate it. The findings have important implications for understanding an employee’s role in the construction of organizational reality.
The aim of the study is to discover linguistic features that may be related to national differences on European corporate websites where English is used as a lingua franca. The methodology used is qualitative and corporate homepages are taken as units of analysis. European cheese companies are chosen due to the links between food and national identity and to the importance of the cheese sector in Europe. Four European countries—Austria, Denmark, Poland, and Portugal—are selected in order to represent different national cultures within three different geographic areas, namely Northern, Central, and Southern Europe. Findings reveal, first, significant differences in the kind of information provided and in the linguistic features used and, second, that a number of differences can be explained with reference to Hall’s and Hofstede’s cultural models. The study shows that linguistic research can contribute considerably to marketing studies, by identifying linguistic markers that could be associated with cultural dimensions and by illustrating how they interact in actual website texts.
This study examines the communication imperative for corporate social responsibility (CSR). Based on in-depth interviews with CSR managers in large domestic and global corporations in India, the study furthers scholarly efforts to situate communication as central to the enactment of socially responsible behavior. The article begins by explicating the three prominent approaches—instrumental, relational, and constitutive—advanced in CSR scholarship, as a basis for understanding how CSR managers construct or articulate the case for communication in CSR. Participant discourses suggest an important and multi-dimensional role for communication, emphasize the need for subtlety and balance in communicating CSR, and point to the role of the media as a potential (dis)enabler for "getting the word out." The study also reflects on the intersections and departures between scholarship and practice of CSR communication.
The main premises in this article are that organizational attention is inherently communicative, and can be nurtured through communication interventions. Two communication practices that reflect organizational attention—information allocation and dialogue—can be nurtured through organizational structures and interventions. Increasing opportunities for dialogue across organizational functions is critical to improve collective attention. Prior research and empirical data are presented to assert that a long-term orientation is also imperative to develop attention through communication practices such as information allocation and dialogue.
Integrating conversational constraint theory and models of homophily and relational dyadic communication, this study investigates how leader-member politeness exchange and servant leadership influence group member performance in a Malaysian organizational context. Using hierarchical linear modeling with data obtained from a sample of 510 employees, 65 workgroups, and 3 organizations, a politeness of exchange-servant leadership model was tested. Results show that servant leadership was positively and significantly associated with workgroup manager’s ratings of group member’s performance. The positive association between servant leadership and group member performance is more pronounced when managers and members in workgroups are high in politeness of exchange in their interactions. As predicted, leader-member dyadic politeness of exchange within the workgroup manager-group member dyads moderated this positive association.
The present research investigates if and how a more digitally centered communication between supervisors and employees satisfies employees’ needs regarding the communication with their supervisors and influences employees’ attitudes toward the supervisor and the job. In a cross-sectional online study, 261 employees rated their supervisors’ actual and ideal use of different communication channels (i.e., telephone, face-to-face, email) regarding quality and quantity. Employees’ job satisfaction and their perceptions of their supervisors’ effectiveness and team identification were measured as dependent variables. Employees perceived face-to-face communication to be of higher quality than telephone and email communication, and they indicated a preference for more face-to-face communication with their supervisors than they actually had. Moreover, the perceived quality of communication, especially via face-to-face, was strongly and positively related to the dependent variables. These results provide insights into potential problems of increasing e-leadership in organizations. We conclude with recommendations to reduce these problems.
This study examined whether employment status affected the amount and type of dissent employees expressed to management. To address this full-time and part-time employees in separate data collections completed the Upward Dissent Scale. A comparison of participant scores indicated that full-time employees used comparatively more prosocial (direct-factual appeals and solution presentation) and repetition upward dissent tactics compared to part-time employees. Contrastingly, part-time employees relied more heavily on upward dissent expressions that involved circumventing their bosses and threatening to quit their jobs. The findings indicate that employment status has a notable effect on the expression of upward dissent—with full- and part-time employees relying on differing tactics.
This study employs membership categorization analysis to illustrate multiple ways that race is constituted as professional identity in two chambers of commerce in a large Texas city. One of the chambers—the Asian American City Chamber of Commerce (AACC)—is explicitly defined in terms of race, while the second—the North City Chamber of Commerce (NCC)—is defined by a particular geographic area locally associated with being White. Analysis of naturally occurring talk in each organization illustrates how members of the AACC overtly discuss racial categories as professional categories. Members of the NCC avoid explicitly talking about race but do implicitly construct a White professional identity. Thus, racial identity and professional identity are constructed as inseparable identity categories in each chamber. Overall, interactions in the AACC and NCC tend to reproduce differences between "minority businesses" and "normal businesses"—understood to be White, but in which White race is invisible—thus contributing to a Texas business community in which Whiteness reigns as the dominant, invisible professional identity category.
Although it is clear that leadership plays a significant role in followers’ psychological health, the specific mechanisms by which leadership effects may take place await further theorizing and investigation. We argue that communication practices may constitute such specific mechanisms. Therefore, the purpose of this study is to examine how leader-member conversational quality (LMCQ) and communication frequency are associated with members’ perception of work role stressors. Through an online survey, the study found that LMCQ has a significant predictive effect on work role ambiguity and role overload. However, LMCQ interacts with communication frequency in their effects on role conflict. These findings contribute to theories of leadership communication and the continuous development of role dynamics theory.
This study examines teleworkers’ job satisfaction related to the use of and satisfaction with a variety of communication channels and workers’ personality type. U.S. teleworkers (N = 384) completed an online survey and self-reported on dimensions of communication channel satisfaction, job satisfaction, and personality. Results indicated that extraversion, openness, agreeableness, and conscientiousness are positively correlated with job satisfaction. Additionally, significant moderating effects were found for the relationship between openness and phone and video communication, and agreeableness and phone communication on job satisfaction. Findings from this study yield important practical implications for organizations including suggestions for optimizing communication satisfaction for employees of differing personality types and recommendations to help organizations effectively hire and retain teleworkers.
This study explores how professionals in an operational planning meeting in the petroleum industry employ questions as an interactional resource in team decision making. The empirical site is characterized by considerable uncertainty and frequent change as it is tightly bound to the sharp end of high-risk industrial production. A weekly meeting for optimizing well service plans was observed and recorded on nine occasions. The data were analyzed within the framework of Activity Analysis, emphasizing the relevance of the activity type for the analysis and interpretation of interactional features, in this case questions. Structural and interactional mapping of the meeting data provide an interpretive frame in which the role of questions in decision-making trajectories can be understood in light of the activity-specific context. The article presents one extended decision-making episode from opening to closure to show how questions play a role in decision making in this setting. Analysis shows that the questions are characterized by being brief and unelaborated, topically implicit, and fact-oriented, which is seen to be an efficient format in a setting that requires frequent adjustments of the commitments made in response to changes in the operational situation. While questions can function collaboratively by opening up the conversational space and seeking the expertise of others, they are also seen to function strategically, driving the decision-making trajectory in specific directions by setting the agenda and constraining subsequent interaction. The study contributes to the investigation of team decision making and professional reasoning in a setting rarely studied from a discourse analytic viewpoint.
In large Chinese corporations operating in the Greater China region, there is an increasing use of web-based bilingual messages by their corporate leaders for fostering relationships with stakeholders. Although frequently presented as literal translations of each other, leaders’ bilingual communication sometimes tends to exhibit nonliteral variations. This study aims to examine the relational dialectics theory in the construction of leader-stakeholder relationships in leaders’ bilingual web-based messages and explores the dialectical oppositions that are embedded in the Chinese and English versions of these messages. The results suggest that leaders’ communication is characterized by the deliberate use of different dialectics that allow them to tailor their communication to the perceived needs of stakeholders from diverse linguistic and cultural backgrounds. In particular, the Chinese version of the message is adapted to exude greater connection, openness, affection, and predictability in content as well as style, which is believed to strengthen relationships with stakeholders.
This corpus-based study compares financial analyst reports, collected during the Eurozone financial crisis in 2011, of the BNP Paribas and Bank of China (Hong Kong), which differ in corporate history and backgrounds. The study aims to describe, first, salient semantic and pragmatic meanings characteristic of salient topics in the financial analyst reports of the banks and, second, the patterns of use and function of metaphors specific to key semantic fields of each corpus to shed light on how the genre was exploited by respective banks to achieve organizational, professional, institutional, and sociocultural goals. Metaphors in each corpus were identified and meanings interpreted in the co-text of concordances, following the steps detailed in the metaphorical identification procedure (MIP). The website METALUDE (Metaphor at Lingnan University, Department of English; http://www.ln.edu.hk/lle/cwd/project01/web/introduction.html) was used as a source of reference. Analysis of key semantic fields shows that the two sets of reports were composed of different topics. Concordance analysis of frequent lexical words in the key semantic fields further reveals semantic and pragmatic meanings. Major findings include BNP Paribas using more empirical research and survey findings in their financial analyst reports to promote their professional image and sense of responsibility to stakeholders, and frequent use of human traits metaphors, depicting different aspects of health, motion, mobility, and injury, revealing the way and extent to which financial analysts describe different business and financial market performance and activities.
Many managers and employees work in multinational organizations, but know little about what constitutes good or bad listening skills from a cross-cultural perspective. Little literature exists concerning the listening behaviors of managers and nonmanagers or the impact of national culture on listening skills. No clear understanding of what constitutes effective and ineffective listening across various cultures and organizational positions is known. Therefore, this study examines the listening skills of both managers and nonmanagers from India, the United States, and Malaysia. A total of 513 managers and nonmanagers from these countries completed a survey measuring self-perceptions of their engagement in four listening behaviors: distracted listening, empathetic listening, judgment rushing, and conclusion jumping. An analysis of variance procedure, with a 2 x 3 factorial design, was used to ascertain whether differences existed when each of the four derived factors was used one at a time as a dependent variable. The two independent variables were managers/nonmanagers and country of residence. The means differed on the main effects of managers/nonmanagers (p < .001) and country of residence (p < .001) and interaction between managers and nonmanagers across the United States, India, and Malaysia (p < .001) on all four factors. Therefore, perceptions of engaging in distracted listening, empathetic listening, judgment rushing, and conclusion jumping are different for managers and nonmanagers living in the United States, India, and Malaysia. This study’s findings will help both managers and nonmanagers from these countries understand the positives and negatives of these four listening practices and the influence of national culture on listening behaviors.
The purpose of this study was to explore the differences that may exist among employees when they are seeking different types of information (i.e., technical, referent, social, appraisal, normative, organizational, and political) from their peers in the workplace. Specifically, this study examined whether employees differed in the perceived appropriateness, importance, and frequency of seeking information from information, collegial, and special peers. Participants were 229 working adults who completed one of three versions (reporting on an information peer, a collegial peer, or a special peer) of a survey packet containing a series of measures. Results indicate that employees generally report that they seek information from special peers rather than from collegial peers or information peers.
Few studies have dealt with inclusive language use in multicultural organizations. This is unfortunate because it has been hypothesized that such organizations will be more creative and will perform better than mono-cultural organizations if communication issues are dealt with correctly by managers. In this study, we test the general hypothesis that inclusive language use by managers and employees in formal and informal situations will increase the creativity and performance in multicultural organizations. By use of responses from 676 individuals employed in privately owned multicultural companies, we found that management common language communication was strongly associated with performance but not with creativity. Openness to language diversity among employees, however, had strong relations with both creativity and performance. This indicates that management communication may provide information and a shared identity that can increase the performance of an organization. Yet in order to increase creativity, there is a need to also facilitate inclusive group processes. The findings provide new insights into the theoretical idea that diversity leads to creativity and performance if communication is managed correctly.
This study explores the value of supervisor listening as a seeming key competence in effectively leading employees. We conceptualize listening within the theoretical framework of leader-member exchange (LMX). Specifically, we argue that supervisor listening contributes to satisfaction with the supervisor, interactional justice, and job satisfaction, and that listening unfurls its effect through fostering strong LMX. Data from 250 German employees from various professional backgrounds was used to assess validity criteria as prerequisites for the examination of listening vis-à-vis LMX for the three outcome variables. Good performance in all validity criteria and path-modeling results indicated that perceived supervisor listening provides value for future research on supervisor-employee interactions in the work setting.
This study develops a model to advance research on public organization reputation by integrating crisis responsibility with charismatic leadership communication. Based on situational crisis communication theory, the model was tested using structural equation modeling with data obtained from a sample of 383 employees of public organizations in Malaysia. The mediation model indicated that the dynamic mechanism of charismatic leadership communication partially mediated the relationship between crisis responsibility and perceived organizational reputation during a crisis. These findings validated the proposed model and, in particular, confirmed empirically the central role of charismatic leadership communication processes in organization. This study provides insights into the role of charismatic leadership communication in the organizational reputation processes. The model established can serve as an instructive guide for both organization and corporate leaders in managing a crisis and reputation. A practical implication of the findings is that, during a crisis, a crisis leader should engage in charismatic leadership communication effectively to mitigate the crisis impact and strengthen organizational reputation. More important, the findings indicate that charismatic leadership communication contributed to organizational reputation explicitly brought charismatic leadership communication to the forefront of organizational reputation management.
Communication is a key element in organizations’ business success. The media richness theory and the channel expansion theory are two of the most influential theories regarding the selection and use of communication media in organizations; however, literature has focused little on the effects of self-regulation by managers and employees in these theories. To analyze these topics, this study develops an empirical investigation by gathering data from 600 managers and employees using a questionnaire. The results suggest that the perception of media richness is positively affected when the individual shows a promotion focus or strategy.
This article investigates Belgian business-to-business (B2B) companies’ perceptions of and attitudes toward social media, matching the findings with existing U.S., U.K., and Dutch research. Using survey data from a nonrepresentative judgment sample of 92 Belgian B2B companies, we show that 85.9% of Belgian B2B companies that participated in our research use social media to ensure their influence on target groups. The survey also reveals that 40.8% of IT companies implement a social media strategy against only 26.7% of industrial B2B companies. Relying on the technology acceptance model, we argue that IT companies are more inclined to adopt social media because they evaluate social media’s usefulness higher than industrial enterprises. Qualitative follow-up research (in-depth interviews with 11 B2B enterprises) further explains the observed differences and similarities between both sectors, analyzing perceived benefits and risks, social media knowledge, and strategies. We conclude the article by listing various suggested actions that can help B2B companies effectively leverage social media.
This case study provides an illustrative example of how nationalism can be exploited to shift media attention in a crisis involving international organizations. Semantic network analysis is used to explore the relationships among different meanings packaged in a corporation’s value advocacy messages. The semantic network analysis shows the semantic structure of the value advocacy messages and maps the structure of media coverage before and after the advocacy messages were released. The findings indicate that the value advocacy campaign effectively diversified the focus of media coverage. Implications for business communication research and practice are provided.
A company’s presence on Facebook plays an important role in engaging its customer base. However, little empirical work has fully examined the nature and impact of corporate Facebook posts on engagement. In this study, we analyzed 680 Facebook posts collected from a sample of six companies over a period of 12 months. We examined variables including post frequency, content type, illocutionary act, linking style, and media. We found that entertainment posts were more engaging than operational news and innovation posts. Educational posts were also more engaging than innovation posts. With regard to illocutionary acts, expressives, or posts that express the writer’s emotion, were more engaging than all other illocutionary acts. Additionally, representative posts were more engaging than directive posts. For linking style, we discovered that posts containing no link were actually more engaging than posts with an external link. We also found a significant interaction between content type and linking practice, which indicates that linking style influences the effectiveness of some content types in engaging audiences. Finally, we found that companies overwhelmingly relied on the use of text and images in their posts over video and image galleries. We speculate that content that removes a user from the Facebook "universe" (e.g., a link or a video) actually may demotivate a user to engage with the original content of the post. We discuss these results from a rhetorical perspective and provide insight for corporate Facebook practices.
This study examines the link between strategic leader verbal communication and effective employee decision making. Results show that leader communication (as measured by the motivating language scale) is significantly and positively related to augmented worker decision making. Structural equation modeling results indicate an expected 2.5% improvement in worker decision making for every 10% increase in leader language use. These results can be helpful to researchers and managers because they advance motivating language theory, and are easily understood as an applied communications framework for improving employee decision making.
The authors review the use of denial through a complex and unstable crisis: the Deepwater Horizon tragedy in the Gulf of Mexico. Denial is typically viewed as a binary response—"we did not do this"—with a binary intended outcome—"and therefore we are not to blame." The authors argue that this interpretation is overly simplistic. They found that Transocean and Halliburton executed a strategy consisting of distancing and (counter)attack to shift blame, whereas BP pursued a strategy dominated by compassion and ingratiation intermixed with carefully used denial to share blame. This form of blame sharing is a hybrid of denial and acceptance. BP accepted responsibility but argued that others were responsible too. The authors’ analysis also shows that deny response options were restricted or relaxed dependent on situational and intertextual context. They find that the tone of the involved parties’ releases became significantly more aggressive as the situation developed toward its legal conclusion and as they responded to one another’s progressively more hostile releases.
Increasingly, scholars are contesting the value of grand theories of leadership in favor of a social constructionist or "discursive" approach that posits the centrality of language for "doing" leadership. This article investigates whether the linguistic enactment of leadership varies according to the gender composition of the team, a feature that may have consequences for the career progression of women business leaders. Within the context of a U.K.-based study of three leadership teams (men only, women only, and mixed gender), I use an interactional sociolinguistic framework to analyze what leadership "looks and sounds like" as it emerges during the course of a competitive team task. My findings show that the linguistic construction of leadership varies considerably within each team, although not in conventionally gendered ways. The study also offers feminist linguistic insights on the business issue of why so few women progress from middle management to senior leadership roles.
This article identifies the critical importance of effective downward communication in its relationship to job satisfaction, organizational commitment, and the employees’ propensity to leave an organization. Employee turnover within the insurance sector of India has become an issue; therefore, a sample of 105 employees from the insurance sector is surveyed to gather information concerning downward communication, job satisfaction, and organizational commitment. The study used various cultural lenses to understand the influence of national culture on norms, values, beliefs, and practices of the Indian employees and managers. Results of the survey suggest that there is a positively significant relationship between downward communication, employee satisfaction, organizational commitment, and the employees’ propensity to leave. The results, which have implications and relevance for all kinds of industries all over the world, indicate that managers want to contribute to the effective functioning of the organization and can do so by providing the right, conducive environment for employees. Managers need to send clear, precise, and timely job instructions; communicate constructive feedback related to their job performance; and use multiple channels of communication. Taking these actions will enhance job commitment and reduce the likelihood of employees’ leaving their organizations.
This study aims to evaluate the mediating roles of empowerment, procedural justice, and organizational support in the influence of top-down and bottom-up information sharing on citizenship behaviors. In line with our hypotheses, we found that top-down practices primarily reinforce a sense of empowerment, whereas bottom-up practices primarily reinforce the perception of procedural justice. Finally, we found that information-sharing practices significantly influence citizenship performance in all three exchange mechanisms studied.
The purpose of this study was to examine whether leader-member exchange status (in-group vs. out-group) of employees explains differences in organizational dissent (i.e., articulated, latent, displaced) via e-mail as opposed to face-to-face. Participants were 166 full-time employees working in a variety of organizations. Results indicated that out-group employees were more likely to express articulated dissent through e-mail, whereas in-group employees were more likely to express articulated dissent in person. The results of this study suggest that the quality of the supervisor-subordinate relationship is important in determining how contradictory opinions are communicated in an upward manner via e-mail. Communicating these subordinate opinions in person to a supervisor, instead of sending an e-mail, may be indicative of a better working relationship. Furthermore, e-mail may be a positive venue for out-group employees, previously unwilling to question management, to dissent.
Communication dynamics within the business world dictate that the formality of interaction between supervisor and subordinate is determined by the supervisor. The present study investigates the influence of negotiated formality and closeness via supervisor-subordinate solidarity on subordinates’ burnout, motivation, and job satisfaction. An online questionnaire was administered to subjects across various occupations and organizations in the United States. The data are consistent with a mediated model in which job satisfaction mediates the relationships between solidarity-motivation and solidarity-burnout. These results are novel in that, first, job satisfaction is identified as an input of motivation and burnout rather than outputs of a shared induction, And, second, the results place renewed emphasis on the role of supervisor communication in the workplace as subordinates are unable to initiate solidarity.
This manuscript explores an organization’s listening environment as a mechanism used by employees to interpret organizational information and translate signals into meaning and relevance, culminating in identification with and commitment to the organization. Firmly grounded in theory and research from diverse academic literatures and research traditions, especially Social Learning Theory from Social Psychology, hypotheses are developed and then tested in a carefully designed study. Data collected from employees in a high-performing manufacturing organization offer an ideal setting for testing hypotheses, while holding other contextual variables constant. Statistical findings imply that employees who perceive work environments as being facilitative of interactive communication between and among employees respond with heightened attachments to organizations. The study’s results admonish scholars to include listening in future studies of business communication and organizational behavior, while managers are encouraged to assess the mechanisms their organizations use to facilitate an organizational listening climate at work.
This study conducts an empirical investigation of financial and nonfinancial information in investor relations communications. First, the study reviews various classifications of nonfinancial information and intangibles, then surveys U.S. investor relations professionals about the frequency and importance of communicating these types of information, and then compares these results with what an investment community expects from corporate disclosures. The study concludes that, overall, investor relations officers satisfy the informational needs of investors with one notable exception: although information about management is rated as one of the most important by investors, investor relations officers fail to share this information and fail to see its importance. At the same time, information about corporate social responsibility is rated as the least important by both investors and investor relations officers, and, as a result, this information rarely enters investor communications.
Strategy workshops are frequently used by executive management to formulate strategy but are underresearched and underreported in the academic literature. This study uses a form of discourse analysis to identify a dialogic pattern of talk in an executive management strategy workshop. The group’s dialogue in the workshop discourse displayed an emphasis on achieving shared understanding rather than winning a debate. Affirmation, Topic Expansion, Productive Difference, and Reflexive Observation were derived from the dialogue literature as particular features of dialogical interaction and were used in this analysis to identify spontaneously occurring dialogue in the strategy workshop. The study thus proposes a basis for identifying dialogue in naturally occurring strategy discourse and for understanding its potential contribution in that setting.
Organizational dissent and employee voice have been linked to benefits for companies and employees, but part of realizing those benefits is how a supervisor responds to subordinates’ communication. Two studies presented here explored supervisors’ responses to dissent. Results from Study One indicated a continuum of responses to dissent from instrumental support to rejection. However, managers in all points along that continuum claimed to be "open" to employees. In contrast to previous research, supervisors were apt to choose not to act on dissent rather than sanctioning the dissenter. Results also specified conditions that increased the likelihood of employee dissent being successful. Study Two further explored those conditions by comparing supervisors’ recollections of dissent to their perceptions of the effectiveness and appropriateness of that dissent. Both studies draw attention to multiple perspectives of employee dissent and to the importance of supervisors’ perceptions in their responses and in the dissent process.
Communication has frequently received attention in studies on trust. One question that has remained unanswered is, How is organizational trust communicated? Consistent with the view of organizations as discursive entities, research presented here examines discursive qualities of trust and attempts to provide an understanding of the manner in which organizational trust is communicated. Research presented in this article includes the results of two studies conducted in two different parts of the country: a large metropolitan area in the southeastern United States and a regional center in the south. Findings reveal that against the background of a continuous discursive and interactional flow, trust is communicated as a speech act characterized by the world-to-words direction of fit. Findings have implications for both theory and practice.
Instant messaging is one of the most popular communication technologies in virtual teams, enabling interactions to intertwine whole working days, thus creating the sense of copresence for team members who are geographically dispersed. Through close linguistic analyses of naturally occurring data from a virtual team, this article discusses the implications of two novel communicative situations enabled by instant messaging: presence information and the persistence of transcript. The preliminary findings of this study indicate that these new communicative situations require the flouting or rethinking of previously existing interactional norms and that communicative practices employed by the team members are not yet conventionalized/normalized, the expectations and interpretations of interactional rituals and timing vary highly, even within the same virtual team.
Many college students have part-time jobs for a variety of reasons, including finances, skill enhancement, networking, personal satisfaction, and confidence. Part-time employees often differ from full-time employees on their organizational knowledge, involvement, and satisfaction. This study explored communication between college student part-time employees and their supervisors through the use of leader-member exchange theory. According to this theory, there are many personal and professional benefits for employees when they have quality relationships with their supervisors. Participants included 210 undergraduate students from a large mid-Atlantic university. College student part-time employees’ leader-member exchange was significantly and positively related to their organizational assimilation, organizational identification, work motivation, and career relevancy.
This corpus-based keyword analysis investigates the letters to the shareholders from two commercial banks, Bank of America and Citigroup, over a 3-year period from 2008, 2009, and 2010. The letters were compiled to facilitate a diachronic analysis, an assessment of language change over a specific period, of profit/loss reporting from two prominent financial institutions over a time period in which the recession commenced, peaked, and concluded. To conduct the analysis on the node texts, two sets of reference corpora were compiled. One reference corpus set consists of the letters to shareholders from eight consistently high-performing corporations not within the commercial banking industry for each of the 3 years; the other reference corpus set consists of the letters from the 10 banking institutions that also appeared in the Fortune 500 listings for the 3-year period. The corpus-based analysis revealed that in years of low performance companies create messages that assert a vision and forward a strategy for ensuring future success while also establishing distance between management and past failures. In contrast, when companies perform well, the keyword lists display a clear tendency of the company/author to accept praise and attribute success to actions of management.
This study examined strange experiences in the workplace from an interpretive-empirical framework. The goal of this study was to examine employee interpretation of strange, unusual, and unexpected workplace experiences. Interviews were conducted with 22 employees of a large national insurance firm in the Midwest that were intended to capture the story theme, employee response, attributions or assignments of causes, and degree of organizational change. Results indicated that the most common strangeness experience themes were lapse or lack of professionalism, general uncertainty, threat to the internal organizational environment, and embarrassment. Employee responses to strange experiences included greater efforts toward information seeking, assistance giving, use of humor, and accommodation to others in the organization. Causal attributions revolved around themes of communication, organizational change, and the nature of personal problems in the workplace. Finally, change themes included "no changes," consequences for employee actions, and improvements (improved communication, teamwork, problem-solving, conflict management).
Unethical communication occurs fairly frequently in organizations, yet confronting someone about an ethical transgression is a politically sensitive interaction that challenges people’s identities. This study integrates a social confrontation approach and politeness theory to identify politeness strategies people perceive as effective and socially appropriate for expressing disapproval of ethical transgressions. To examine the extent to which the selection of politeness strategy was related to the type of unethical communication and power in the relationship, participants evaluated hypothetical scenarios based on Redding’s proto-typology of unethical communication. The type of unethical communication influenced perceptions of the appropriateness and effectiveness of three politeness strategies and the power relationship influenced perceptions of two politeness strategies.
In contrast to the predominant business and organizational communication research on supervisor influence, this article examined communication competence, communication satisfaction, and job satisfaction differences within and between groups in the supervisor–subordinate relationship. The study also examined the relationship among the three communication and satisfaction phenomena. Two survey questionnaires were completed by 152 subordinates and 20 supervisors/managers at a public utility in the first phase. A third survey questionnaire was completed by 32 supervisors/managers in the second phase. The results indicated no support for hypothesized differences in ratings of communication competence, and job and communication satisfaction within and between subordinate and supervisor groups, but positive and significant relationships among the variables. The significance of the results is discussed in terms of the implications for the dyadic and interactive nature of supervisor–subordinate communication and directions for future research in this field.
An experiment was conducted to gather empirical evidence regarding whether the use of visualization is better than text in the communication of a business strategy. A total of 76 managers saw a presentation of the strategy of the financial services branch of an international car manufacturer. The visual representation of the strategy was chosen as the independent variable, and the effects on the audience were measured. Three types of visual support were chosen as conditions: bulleted list, visual metaphor, and temporal diagram. Each subject saw one representation format only. Subjects who were exposed to a graphic representation of the strategy paid significantly more attention to, agreed more with, and better recalled the strategy than did subjects who saw a (textually identical) bulleted list version. However, no significant difference was found regarding the understanding of the strategy. Subjects who were exposed to a graphic representation of the strategy perceived the presentation and the presenter significantly more positively than did those who received the presentation through a bulleted list.
People and organizations often communicate through technologies that restrict their communication to very few characters: a difficult task when the content is highly technical and specialized. This study relies on the theoretical work of informative and explanatory communication, and it expands the utility of this theory into new communication technology environments where brevity is valued and practically forced on the user. We content analyzed 1,367 Twitter messages spanning a 6-month time following a highly technical and controversial organizational event. The analyses reveal that even though Twitter is limited to 140 alphanumeric characters, almost one third of all messages contained some type of technical details. The technical translation strategies—direct, elucidating, or quasi-scientific—used in the microblog were either self-contained or briefly introduced with expanded details available by accessing hyperlinks. Furthermore, the specific types of technical translation strategies that this organization used changed over time.
The aim of the study was to develop, test, and partly validate a set of organizational communication factors for use in an organizational-change setting. Based on literature reviews and pilot interviews, a survey study was conducted using three samples. First, the testing involved construct validation through exploratory and confirmatory factor analyses. Second, the sample was divided into three groups: employees who experienced change, those who had recently had finished a change process, and those who had not experienced any change processes. The communication factors were then examined as predictors of employee assessment of communication in these three groups, respectively. The results of the study indicated eight robust dimensions included in five categories: social contact, central leadership, information, influence, and barriers to improvement. The results of the factor analyses indicated satisfactory reliability and construct validity of the communication factors, and the confirmatory factor analysis revealed a satisfactory model fit.
The authors examined blue-collar employees’ experiences with work/life. More specifically, the strategies used by skilled and unskilled employees when making work/life accommodation requests are uncovered and detailed. Using qualitative methods, the authors found that blue-collar employees use both proactive (circumvention, relating, factual appeals, and honesty) and reactive (ultimatums and other-focused appeals) strategies when seeking work/life accommodations. These strategies are discussed as well as practical and theoretical implications.
Crisis communication has emerged as a hot topic after the global financial crisis that started in the second half of 2008. A survey of 61 Italian companies examined internal crisis communication strategies and the characteristics of that communication in order to understand the role of communication in safeguarding relationships of trust with employees. The main results show that companies have used poorly internal communication as a strategic lever to develop employee commitment and have adopted a broadly defensive approach that may undermine their intangible assets. The study offers implications for practice and suggestions for future research.
The present interpretive research contributes to the increasing niche of studies that acknowledge spirituality and religion in organizations. The current study examines communication in the workplace as it is mediated by the organizational context. In particular, we explore how a faith-based organization navigated the seemingly incompatible ideologies of faith and business. First, we identify the ideological commitments and values that coexist for organizational members. Second, we argue that bridge discourse facilitated the coexistence of disparate ideological commitments and values. Specifically, we describe how three dominant discourses, (a) a spiritual-business discourse, (b) a theological-science discourse, and (c) a discourse of excellence, navigated ideological differences in a nonprofit, faith-based organization. The findings in this article have implications for future studies ranging from the pragmatic to the critical.
Many conversations involve sending or receiving "bad news." These conversations are often dreaded, poorly executed, or avoided altogether. Ways need to be found to make them less difficult and more productive. We explored these issues through three methodologically diverse studies. Study 1 comprised in-depth interviews with 24 nurse managers. Interviews shed light on the characteristics of difficult conversations and strategies for making them less awkward and more successful. Study 2 was a survey investigating relationships between six dimensions of supportive communication and participant satisfaction with a difficult superior-subordinate conversation. Study 3 experimentally manipulated two supportive communication behaviors, plus a third variable, face-work. Together, these studies show that successful outcomes from difficult workplace conversations require the parties to balance task and relational goals, with the latter particularly dependent on acts of empathy and face-giving.
Corporate social responsibility (CSR) is a discourse constructed through the constant dialogue and negotiation between corporations and their different stakeholders. This article examines how leading corporations in the United States and China discuss the rationales, themes, and practices of CSR on their corporate websites through a quantitative content analysis. The results, based on data collected in 2008, indicate that leading U.S. companies demonstrate a higher level of comprehensiveness and standardization in their CSR communication, while Chinese companies in different industries take distinctive approaches to CSR. However, the differences between the CSR discourses of leading Chinese and U.S. companies have greatly diminished since 2008. Updated data collected in 2012 show that the Chinese companies have adopted an all-inclusive and homogeneous approach in CSR communication, which is very similar to the approach taken by their U.S. counterparts. Such convergence is attributed to the process of institutionalization, especially to the forces of coercive and mimetic isomorphism.
This study examines the genre of the monthly or quarterly commentary document in which managers of investment funds report on their funds to investors. The study aims to provide insights about this disclosure genre for business communication practitioners by examining its conventionalized features and the expression of critical thinking in the evaluative judgments of fund managers. A nonpurposive sample of 30 commentaries from investment funds in North America, the United Kingdom, Australasia and South Africa is rater-analyzed in relation to the social genre/cognitive genre model of Bruce (2008a), which is used as a framework to identify the principal characteristics of the genre. The findings suggest that the fund manager commentary is a relatively formulaic genre with a four-move structure that reports the current performance of the fund and presents its investment strategies and their underlying rationale, based on a critical evaluation of the current state of financial or equity markets.
This article describes the growing adoption of enterprise social networking platforms by organizations in an attempt to foster better team communication and collaboration. To examine current views of these social networking tools, survey results from 227 business professionals are presented that address three areas: frequency of use of social networking for team communication compared to other communication channels, perceived effectiveness of social networking tools for team communication compared to other communication channels, and attitudes toward social networking for team communication. Generally, the results show that traditional communication channels are used more frequently and considered more effective for team communication. However, the results also indicate that Gen X and Gen Y business professionals are quite likely to consider that social networking tools will be the primary tools for team communication in the future. The article concludes with recommendations for how business communication scholars can advance, define, and set apart the field by focusing on business communication via enterprise social networking platforms.
Theory and research on social influence in groups indicate that normative influence can be detrimental to important group outcomes, whereas informational influence tends to have positive effects. However, much of the research providing these results consists of experimental studies conducted in laboratory settings. We examine how normative and informational influences are perceived in decision-making groups in the workplace. We find, in a survey of 197 individuals involved in group decision making in their workplaces, that the use of informational influence is viewed as enhancing group decision-making effectiveness and group cohesiveness. In contrast, normative influence has a negative effect on perceptions of decision-making effectiveness. Flirting as a form of idiosyncratic influence in the workplace is also considered and is found to have negative effects on perceptions of decision-making effectiveness and cohesiveness.
The natural language that accompanies the accounting language in financial reports is not only a more or less accurate representation of the company but also, the authors argue, a response to explicit as well as implicit external demands, expectations, and accusations. Drawing on the notion of accounts (i.e., statements or responses that neutralize critique of not meeting expectations), the authors analyze the natural language in financial reports. In analyzing financial reports with the use of account theory, both individual actions and structurally anchored financial report discourse are approached. The theory of accounts helps the authors discern the fine-grained anatomy of financial reports by means of which impressions are managed, legitimacy is upheld, and the dialogue between companies and their public is maintained. The analysis demonstrates the presence of five types of accounts in the financial reports: excuse, justification, refocusing, concession, and mystification. Financial reporting is a legally and culturally regulated genre of business communication that partakes in the ongoing conversation between a company and its public. Understanding the role of accounts is needed to enhance the genre awareness and reader competence among the readers of financial reports.
The after-action review (AAR) is a discussion technique some high-reliability organizations employ to encourage learning via collective retrospection. AARs are an effective communication tool for promoting reliability if they are held regularly. One way to encourage frequent AARs is to increase participants’ satisfaction with these meetings. This study examined the impact of post-incident, pre-discussion ambiguity and freedom of dissent on participant satisfaction with AARs. Firefighters (N = 119) completed a survey on their most recent AAR. As predicted, the level of post-incident, pre-discussion ambiguity was negatively related to AAR satisfaction. Freedom of dissent, however, attenuated the negative influence of ambiguity on AAR satisfaction.
The present article deals with decision making as a communicative process taking place in organizations as social systems. We will investigate the process whereby decisions are produced, before being announced, by looking at turn design and sequence organization in the interaction, and by considering cultural presuppositions, which are specific patterns of expectations about interlocutors’ expectations. In so doing, we will try to combine theories and methodologies deriving from Conversation Analysis and Social Systems Theory. The article deals with interactionally achieved patterns of expectations concerning participants’ positioning in decision making and analyzes two different forms of decision making, namely, gatekeeping and coordination of participative decision making. These are analyzed within the framework of organizational meetings in which educational activities for children’s camps are planned. The analysis of videotaped and transcribed interactions taking place during these meetings highlights the ways in which different forms of decision making are socially constructed.
In this study, we explore the effects of channel choice (e-mail vs. voice mail) and message structure (direct vs. indirect) on the receiver’s perception of bad-news messages. We conducted an experiment in which bad-news e-mails and voice mails were presented to participants who evaluated their response to the messages via a questionnaire. The results indicate that e-mail is more comprehensible, while voice mail is more persuasive and effective for maintaining a personal customer relationship. Furthermore, messages with an indirect structure (explanation -> bad news) are valued more highly than direct messages (bad news -> explanations). We also found interaction effects of channel and structure, the most important being that the preference for the indirect structure is limited to e-mails.