The purpose of this study is to explore the positive outcomes of organizational resilience to see how resilient employees can support an organization by adapting to and initiating changes during the ...recovery process following a crisis. This study focuses on organizational resilience generated by employees, as a resilient system, through their psychological ability and positive communication behaviors. Resilient employees can help their organization bounce back to normal functioning following a crisis. A nationwide survey (N = 830) was conducted among full-time employees in the U.S. to examine the positive effect of organizational resilience on employee work-role performance. The results indicate that organizational resilience was positively and significantly associated with: employees' intentions for proficiency, adaptivity and proactivity of organizational members, thus contributing to organizational effectiveness after a crisis situation.
Prior research on employee-organization relationships (EORs) has exclusively focused on the positive consequences of high-inducement EORs (i.e., mutual- and over-investment EORs). Drawing from social ...exchange theory, we develop a model theorizing employee unethical pro-organizational behavior (UPB) as one potential negative outcome of high-inducement EORs, as mediated by high-quality social exchange relationship between the employee and the employer. Empirical findings from two field studies provided convergent support to the mediation relationship between mutual-investment EORs and employee UPB via perceived social exchange. Moreover, the results in Study 2 further revealed that the relationship was less significant among employees with higher levels of moral identity, because the positive relationship between perceived social exchange and employee UPB was weakened by high moral identity. The theoretical and managerial implications were discussed.
This study investigates how corporate character is shaped by organizational symmetrical communication and its effects on the quality of employee-organization relationships. Results of an online ...survey with 314 working adults in the United States showed that symmetrical internal communication plays an important role in defining the organization’s positive character of agreeableness (i.e., warmth, empathy, and integrity), enterprise (i.e., modernity, adventure, and boldness), and competence (i.e., conscientiousness, drive). Symmetrical internal communication positively influences the quality of employee-organization relationships. The ruthless corporate character showed significant negative effects on employee trust, control mutuality, commitment, and satisfaction. The theoretical and managerial implications of the study are discussed.
•This study explores the internal communication role of CEOs by examining their communication channels, style, and quality, as well as their influence on employee–organization relational outcomes.•A ...web survey was conducted with 545 employees from a variety of corporations in the United States.•Results showed that CEOs most frequently use email and face-to-face channels to communicate with employees.•The social media presence of CEOs strongly correlates with their perceived communication responsiveness and quality, as well as employee–organization relational outcomes.•The responsive communication style of CEOs positively influences the quality of CEO communication, which subsequently affects employee relational outcomes.
This study explores the internal communication role of chief executive officers (CEOs) by examining their communication channels, style, and quality, as well as their influence on employee–organization relational outcomes. Results showed that CEOs most frequently use email and face-to-face channels to communicate with employees. The social media presence of CEOs positively and strongly correlates with their communication responsiveness and quality, as well as employee–organization relational outcomes. The responsive communication style of CEOs positively influences the quality of CEO communication, which subsequently affects employee relational outcomes. The assertive communication style of CEOs demonstrates a small significant positive effect on the quality of employee–organization relationships but nonsignificant effect on the quality of CEO communication. The significant theoretical and practical implications of the findings are discussed.
The purpose of this study was to explore the relationship between job engagement and two key components of employee-organization relationships (EOR). Findings from a survey of members of the ...Millennial Generation (N = 539) in the United States indicate that job engagement mediates the relationship between employee communication and organizational commitment. It is concluded that when employees are engaged in their work, their commitment to the organization is strengthened and the likelihood of them leaving the organization decreases. Furthermore, an argument is made in light of the study's findings that engagement and commitment work in concert to strengthen EORs overall. To foster engagement, organizations should remove obstacles to internal information flow and provide ongoing feedback to employees about individual and organizational issues.
This study surveyed 373 U.S. consumers on how perceived CEO activism authenticity and consumer value alignment (e.g., a match between personal values and a CEO’s stance on a sociopolitical issue) ...influence young consumers’ identification with the CEO’s organization, foster quality consumer relationships with the CEO’s organization, and increase purchase intention. The results of structural equation modeling analysis showed that the perceived authenticity of CEO activism positively influenced young consumers’ relationships with the organization and their intent to purchase. Value alignment also demonstrated a strong positive effect on consumer organizational identification. Furthermore, high-value alignment and organizational identification both contributed to the quality of consumer relationships with the organization. Consumers’ identification and relationships with the organization were revealed as serial mediators in the relationship between perceived value alignment with CEO activism and consumers’ purchase intention.
•This study intends to examine how consumers’ perceived value alignment and authenticity of CEO activism influences Millennial and Gen-Z consumer’ (18–40 years old) relational and behavioral outcomes.•The perceived authenticity of CEO activism positively influenced young consumers’ relationships with the organization and their intent to purchase.•Value alignment also demonstrated a strong positive effect on consumer organizational identification.•High-value alignment and organizational identification both contributed to the quality of consumer relationships with the organization.
•This study explores effective crisis communication in organizations’ internal context.•Self-disclosure information generates support from employee in unfavorable relationships.•Apology message ...reduces employees’ anger that leads to negative internal reputation.•Relationships quality override crisis history in achieving positive crisis outcomes.
This study seeks to foster a greater understanding of effective crisis communication from the internal context of organizations. The present research conducted an online experimental study of 640 full-time employees in the United States. Results through OLS multiple regression and path analysis indicated 1) employee-organization relationships (EOR) and timing strategy of self-disclosure (stealing thunder) were positively associated with the positive internal reputation and employees’ supportive behavioral intentions, 2) the positive effects of EOR on the employees’ supportive behaviors appeared differently according to whether or not stealing-thunder was used, and 3) the effects of EOR and message strategy (accommodative response) on the positive internal reputation were varied when the negative emotions (anger and anxiety) intervened.
This study examined whether and how listening in the internal communication context may influence the quality of employee-organization relationships. This study proposed employee psychological need ...satisfaction as the potential underlying mechanism that mediates the relationship between internal listening and employee relational outcomes. An online survey was conducted with 443 employees across various industries in the United States. The key findings of this study showed that employee perceptions of internal organizational listening were positively associated with employees' perceived relationships with their organization. In addition, employee psychological need satisfaction positively mediated the effects of both organizational and supervisory listening on the quality of employee-organization relationships. This study advances the theorizing of listening from an internal communication perspective and contributes to the growing body of knowledge in relationship management.
PurposeThe novel coronavirus (COVID-19) outbreak thrust a spotlight on organizational leaders and the challenges that employees face during periods of organizational change. The purpose of the ...current study is to examine the influence of empathetic supervisor communication on employee turnover intention and the mediating role of affective trust toward supervisors and employee–organization relationship (EOR) quality. Informed by the social exchange theory and EOR literature, the authors develop a model in which affective trust toward supervisors and EOR quality mediates the relationship between empathetic supervisor communication and employee turnover intention.Design/methodology/approachThis study recruited 417 employees based in the USA through an online panel operated by a professional survey company. Data collection that followed a quota sampling procedure lasted for about three weeks in October 2020. The authors used structural equation modeling to test the study hypotheses.FindingsThe findings of this study indicated that the extent to which supervisors adopted empathetic communication during organizational change had considerable repercussions on their supervisees' affective trust toward supervisors, relationship perception toward their organizations, and ultimately, their turnover intention.Originality/valueThis study is among the first that identifies empathetic communication as a pivotal force in driving employees' positive relational and behavioral reactions, reinforcing the growing expectation of supervisors in fulfilling communication functions during organizational change. Moreover, the authors contribute to understanding change management as an activity rooted in and enacted through communication between supervisors and subordinates. In addition, this study contributes to the organizational research of empathy during change.
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