Purpose
This study aims to examine the effects of diversity-oriented leadership and strategic internal communication on employees’ knowledge-sharing behavior during a crisis situation, coronavirus (COVID-19) outbreak in particular. Integrating knowledge sharing research with internal crisis communication literature as well as self-determination theory, the mediating roles of employees’ intrinsic needs satisfaction are also identified.
Design/methodology/approach
An online survey was conducted with 490 full-time employees in the USA across industry sectors during the COVID-19 outbreak.
Findings
Results suggest that diversity-oriented leadership contributes to transparent internal communication during a crisis and increases employees’ satisfaction of autonomy, competence and relatedness needs. Transparent internal communication also increases employees’ intrinsic needs satisfaction, which in turn fosters their job engagement and knowledge-sharing behavior during the crisis.
Originality/value
This study is one of the earliest studies to demonstrate the effectiveness of diversity-oriented leadership and strategic internal crisis communication in enhancing employees’ knowledge-sharing behavior, especially in the context of COVID-19.
Integrating social cognitive theory and public relations literature, this study examines the effectiveness of organizations' transparent communication in building public trust and encouraging health‐protection behaviours (i.e. social distancing) during a pandemic, that is, the COVID‐19 outbreak. Three aspects of transparent communication are investigated, namely information substantiality, accountability and participation. Results of an online survey of American citizens show that during the early stage of COVID‐19, information substantiality by state governments and health institutes (e.g., the Centers for Disease Control and Prevention) increases publics' trust, which positively influences their perceived risks, behavioural control and subjective norms. The participation of health institutes, rather than state governments, significantly increases public trust, whereas accountability has no effects. Individuals' perceptions and attitudes towards social distancing predict their social distancing behaviour during the outbreak. Theoretical and practical implications are discussed.
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