Communicating “pink”: an analysis of the communication strategies,transparency, and credibility of breast cancer social media sites

In public relations, the social media explosion has significantly impacted how organizations communicate to their various publics through sites such as Facebook and Twitter. Although previous studies have investigated dialogic communication and relationship building strategies in organizations, few have carried out this in terms of an organization's overall social media presence, especially with nonprofits. Research has found most nonprofits are not taking full advantage of social media. Moreover, the organizations that did use social media typically employed one‐way communication strategies focusing primarily on information dissemination. This study quantitatively analyzed the transparency and credibility of breast cancer nonprofits are participating on social media sites, specifically Facebook and Twitter, and how these sites affect perceptions of credibility and transparency. Overall, most top breast cancer nonprofits are active on both Twitter and Facebook but differ in terms of activity, credibility, and transparency. Organizations that tweeted more had more “likes”, more followers, and more overall tweets and were seen to be more transparent and credible by virtue of activity alone. This study also found a strong relationship between the transparency and credibility of the organization. Therefore, organizations need to use social media sites not only to communicate with their audiences but also to engage in dialogue on a regular basis. Copyright © 2013 John Wiley & Sons, Ltd.     

Enactment of a Sustainable Vision in the Dual Context of the Tropical Biosphere and the Developing World: A Case Study of Belize Natural Energy

Nowhere is economic, cultural, and environmental sustainability more critical than in a country like Belize, where the developing world merges with the tropical biosphere. Through a single‐organization case study design, the authors provide insight into Belize's only oil‐producing company, specifically examining its sustainability practices and its enactment of an organizational vision centered on sustainability. Our global economy relies heavily on fossil fuels; such reliance requires us to understand the sustainability efforts of these companies. Determining how sustainability is enacted in these organizations forms the basis for how these practices can be replicated. Data collection included multiple interviews with employees throughout the organization, ethnographic observation, and document analysis. The results yielded an understanding of how sustainability practices are enacted in organizational communication.     

Balancing global and local strategic contexts: Expatriate knowledge transfer,applications, and learning within a transnational organization

We investigate how expatriates contribute to the transnational firm's strategic objectives of global efficiency, national (”local”) responsiveness, and worldwide learning. We focus on expatriate knowledge application and experiential learning achievements, two assignment‐based outcomes of potential strategic value to the firm. We assess how the individual's everyday knowledge access and communication activities, measured by frequency and geographic extent, affect these assignment outcomes. Within our case organization, a prototype transnational firm, we find that expatriate knowledge applications result from frequent knowledge access and communication with the corporate headquarters and other global units of the firm. In contrast, their experiential learning derives from frequent access to hostcountry (local) knowledge that subsequently is adapted to the global corporate context. From a practical perspective, we conclude that experiential learning is an invaluable resource for both present and future corporate assignments. © 2007 Wiley Periodicals, Inc.     

Inclusion climate: A multilevel investigation of its antecedents and consequences

This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.     

How Do Controls Impact Employee Trust in the Employer?

Do organizational controls facilitate or hinder employees’ trust in their organization? We addressed this question through a mixed‐methods design using three studies. Based on a literature review and an open‐response survey study (Study 1), we developed a theoretical model proposing that organizational control is positively related to employees’ trust in their organization, and that this relationship is mediated by procedural fairness and organizational prestige. This mediated model was tested and supported in a quantitative survey of 582 European managers and professional employees from a range of organizations (Study 2). A complementary, qualitative interview‐based study (Study 3) confirmed that well‐implemented controls facilitate trust in the organization; however, poorly implemented control systems that are inconsistent, overly rigid, or incentivize untrustworthy behavior can undermine trust in the organization. © 2015 Wiley Periodicals, Inc.     

Hierarchical structures of communication in a network organization

We analyze the intranet communication behavior of members of a company that was deeply committed to the principles of non-hierarchical communication structures and of post-bureaucratic organization. We observe a split between the symbolic activities for creating a non-hierarchical network organization and the actual intranet communication behavior of the organization members. In their daily communication on the intranet, they persistently reproduced hierarchical structures and official channels—elements typically associated with bureaucratic organizations. Further, we find many signals in the content of the intranet messages, reflecting a social hierarchy that has evolved within the organization. Thus, despite rhetoric to the contrary, our findings regarding this communication behavior show that, to all intents and purposes, this particular organization displayed characteristics similar to those of a traditional bureaucratic organization.     

To Conform or To Perform? Mimetic Behaviour,Legitimacy‐Based Groups and Performance Consequences*

abstract The study of interorganizational imitation has been an important strand in the recent literature on institutional theory. This paper offers new insights for our understanding of mimetic isomorphism and its reliance on legitimacy: we suggest that legitimacy‐based reference groups guide firms in their mimetic behaviour, that firms undertake imitation even against their own ex ante information, and that legitimacy‐based imitation contributes negatively to firms' profitability. We examine Portuguese bank branching decisions between 1988 and 1996 and find that banks imitate their legitimacy‐based groups, and not only towards ex ante (firm‐specific) attractive locations, but also towards unattractive locations; we also find that mimetic branching produces a negative effect on profitability. We conclude that these results show the importance of legitimacy pressures on organization decisions and the tension between the pressure to conform and the pressure to perform.     

A Methodology for Assessing Organizational Core Values*

abstract The goal of this study is to offer a methodology for empirically assessing the core values of an organization. It uses means–end analysis in order to determine those values that organization members manifest in their daily behaviour, and which are not just espoused ‘truisms’. The method is based on the sense members of an organization make of what they do. Sensemaking follows a means–end pattern, through which individual actions converge into central values. The values most central in this means–end structure are the core values that effectively motivate organization members in their job. Our method works in two steps: first, exploratory interviews using the laddering‐technique establish the values potentially most central to the organization; then, a follow‐up survey assesses the complete pattern of means–end relations among the potential values. Validity tests show that the most central values derived from this survey data are the most important to organization members. These values are also the most stable over time. We make a comparison of this method with traditional value surveys and we discuss its implications for the study of organizational behaviour.     

The Contraction of Meaning: The Combined Effect of Communication,Emotions, and Materiality on Sensemaking in the Stockwell Shooting

In this paper, we seek to understand how individuals, as part of a collective, commit themselves to a single, and possibly erroneous, frame, as a basis for sensemaking and coordinated actions. Using real‐time data from an anti‐terrorist police operation that led to the accidental shooting of an innocent civilian, we analyse how individual actors framed their circumstances in communication with one another and how this affected their subsequent interpretations and actions as events unfolded. Our analysis reveals, first, how the collective commitment to a framing of a civilian as a terrorist suicide bomber was built up and reinforced across episodes of collective sensemaking. Second, we elaborate on how the interaction between verbal communication, expressed and felt emotions, and material cues led to a contraction of meaning. This contraction stabilized and reinforced the overall framing at the exclusion of alternative interpretations. With our study we extend prior sensemaking research on environmental enactment and the escalation of commitment and elaborate on the role of emotions and materiality as part of sensemaking.     

The impact of project managers' communication competencies: Validation and extension of a research model for virtuality,satisfaction, and productivity on project teams

Current research continues to establish the importance of communication in the management of projects. However, little is known about the behavioral aspects of project managers' communication competency especially as they relate to crucial outcomes in virtual environments. This article reports on a survey‐based research study of 564 respondents from the Chief Project Officer Web site that validates and extends a research model of project managers' competencies in decoding and encoding communication, the satisfaction and productivity of their team members, and the degree of virtuality present in the project. The findings indicate that project managers' competencies in decoding and encoding communication significantly contribute to team member satisfaction and productivity. In addition, geographic dispersion plays an unexpected and significant role in how project managers' competency in decoding and encoding communication impacts team member satisfaction and productivity.     

The Organization of Marketing: A Study of Decentralized,Devolved and Dispersed Marketing Activity*

ABSTRACT Despite a priority research grading by the Marketing Science Institute, the issue of marketing organization is bewilderingly under explored. Whilst advances have been made in conceptualizing marketing organization in networks of large trans‐national corporations, recent research has highlighted the paucity of empirical work into the intra‐firm dispersion of marketing activities. This study is designed to examine just this issue. The aim is to develop data‐grounded insights into the organization and dispersion of marketing activities. A case study finds an unusual form of marketing organization. This form of marketing organization is characterized by the decentralization, devolution and dispersion of community‐oriented marketing management activities driven by empowered operational‐level part‐time‐marketers who either adopt a traditional mix‐management approach or more rarely a relational approach. These findings lead to a range of interesting implications for theorists and practitioners.     

How do I trust thee? The employee‐organization relationship,supervisory support,and middle manager trust in the organization

Given the assumption that most employers would like to gain the trust of their employees, what would initiate this trust? This study explores the joint role of the employee‐organization relationship (EOR) and supervisory support in initiating trust among middle managers. The results from a study of 545 middle managers in China show that both EOR and supervisory support are important in creating trust, with supervisory support having a stronger influence than EOR. Further, supervisors play a synergistic role by accentuating the positive influence of the mutual investment EOR approach and attenuating the negative influence of the quasi‐spot contract EOR with the managers. Results reinforce the importance of both formal structure and social processes in cultivating employee trust in the organization. We discuss implications of these findings for future research and human resource management practices. © 2008 Wiley Periodicals, Inc.     

An examination of factors influencing the application of mechanisms of organizations' resilience to weather extremes

The ability to resist and respond to an external shock and recover once it has occurred is called resilience. The present paper discusses mechanisms of organizations' resilience to weather extremes. The objective of the study was to determine factors influencing the application of resilience mechanisms by European organizations. The paper presents the frequency particular mechanisms are applied in and determinants of their employment. We tested a model in which individual, organizational, community‐specific, and extreme‐related factors influence application of resilience mechanisms, which in turn influence adaptive resilience. The present study revealed that some of the selected resilience mechanisms are applied more frequently than others. The mechanisms include disposition and administration of resources, self‐organization, intraorganizational communication, damage assessment, review of previous events, and the acquisition of external information. The significance of 10 factors impacting the using of resilience mechanisms was verified in the course of the study. Findings are intended to facilitate a better understanding of resilience to weather extremes in organizations.     

Virtual communication,transformational leadership,and implicit leadership

This research was designed to test the theoretical relationship among personality, implicit leadership, and transformational leadership in a setting devoid of face‐to‐face communication, which we entitled virtual communication. Specifically, the study was designed to link, by using the International Personality Item Pool (IPIP), traits from the 5‐factor model of personality (the Big 5) to followers' perception of the leadership style of a virtual leader on the basis of Bass and Avolio's MLQ‐5X (1994). A voluntary sample consisted of undergraduate and graduate students from two universities in the south Texas area (N = 306). Respondents to the virtual communication rated Leader 1's communication, which used previously identified transformational language (Salter, Carmody‐Bubb, Duncan, & Green, 2007), as significantly more transformational than Leader 2's communication, using words not associated with transformational leaders. Participants who scored high in the Big 5 personality traits of agreeableness, openness to experience, conscientiousness, and extraversion rated the leader as more transformational while those high in neuroticism rated the leader as less transformational.     

Residual income claimancy,monitoring, and the R&D firm: Theory with application to biotechs

This paper models the assignment of residual income claimancy to an R&D manager and applies the model to biotechnology firms. Residual income claimancy provides incentives for the manager to monitor the R&D process. Since the nature of R&D and of monitoring scientific effort is different, our model predicts stark differences in the residual income claimancy of managers and in other aspects of organization for innovative R&D firms like biotechs. In particular, R&D firms are expected to be more owner‐managed, more expert‐managed, and smaller in size. Cross‐sectional data on biotechnology firms is consistent with these implications. Additionally, longitudinal data indicate that as firms alter their focus on biotech research, their organizational structure changes as expected. Our approach suggests a process of firm and industry evolution related to technological maturity and points to the importance of incentives rather than risk sharing in determining organizational form, similar to the original analysis of franchising. Copyright © 2004 John Wiley & Sons, Ltd.     

IMAGES IN PRACTICE: VISTAS, TIME AND CAUSALITY IN ORGANIZATIONS

The article reports on a study of the way people conceive the organizations in which they work, what characterizes their conceptions, or images, and how they evolve. Images of organization from a single work organization are described and analyzed in terms of space, time and causality. Managers’ images are compared to those of other employees. The study shows that the work role influences the way in which an organization is perceived. The time orientation of the images develops by way of action, which also has an impact on the way causalities are conceived. Actions are directed towards the structure of the work organization. People’s images evolve as a result of structural changes and/or of changes in an individual’s position within the structure. As a possible starting point for further research, a typology of six different types of image and their relation to action theories is developed.     

Mediating Identity: A Study of Media Influence on Organizational Identity Construction in a Celebrity Firm

This paper reports a longitudinal field study on the effects of positive media coverage on the reconstruction of organizational identity. The study highlights how intense positive coverage – to the point of turning an organization into a ‘celebrity’– influences both the way members understand their organization (sensemaking effect) and the gratification they derive from its positive representation (self‐enhancement effect). Our findings suggest that positive media representations foster members' alignment around an emergent new understanding of what their organization is. Over time, however, celebrity may ‘captivate’ members' organizational identity beliefs and understandings, and impede further identity work as media persist in the replication of representations that differ from members' experienced reality, but are too appealing to them to be publicly contradicted.     

The influence of motivational language in the technologically mediated realm of telecommuters

The purpose of the current study was to extend organisational communication scholarship by examining the use of motivating language by supervisors of telecommuters and how motivating language influences telecommuters' perceptions of their supervisors' communication competence and their own communication satisfaction, job satisfaction, and organisational commitment. Participants included 177 full‐time telecommuters from a number of organisations across the US. The current findings indicate that supervisors of telecommuters tended to use the motivating language of direction giving (task oriented) most frequently followed by empathetic and meaning‐making language. Direction‐giving language was also indicated as the greatest predictor of communication and organisational outcomes. A discussion of the current findings coupled with options for future research is also offered.     

Can We Still be Friends? The Role of Exit Conversations in Facilitating Post‐Exit Relationships

Organizations might benefit from maintaining relationships with former employees, who could be rehired later or encouraged to refer job applicants and customers. We integrate the management literature on voluntary resignations and the communication literature on relationship dissolution to explore how conversations between an exiting employee and his or her manager facilitate (or constrain) post‐exit relationships. Employees who had recently resigned from full‐time jobs described their exit experiences in semistructured interviews with the research team. The results suggest two dominant patterns. When employees exited for external reasons (e.g., to pursue a program of study), they engaged in very direct communication strategies, elicited positive responses from their managers, and left with high interest in a post‐exit relationship. But when employees exited for internal reasons (problems within the employment relationship), they engaged in multiple exit cycles and moved from indirect communication strategies toward increasingly direct ones. Managerial responses to these strategies failed to capitalize on opportunities to nurture post‐exit relationships and sometimes generated a “vendetta effect” among exiting employees. The results suggest that managers might benefit from training in how to conduct effective exit conversations, particularly with employees who are leaving for internal reasons. © 2014 Wiley Periodicals, Inc.