Purpose The purpose of this paper is to compare Fortune 200 and top startup chief executive officers’ (CEOs) communication strategies on Twitter and the effectiveness of these strategies in influencing public engagement. Specifically, guided by the dialogic communication theory and social presence theory, this study explored CEOs’ use of dialogic communication, social presence strategies and message tactics. Additionally, public engagement on Twitter measured by total number of likes, retweets and comments was associated with communication strategies utilized by CEOs. Design/methodology/approach This study employed the quantitative content analysis. A total sample of 720 posts from 36 CEOs were selected and analyzed. Drawing from prior studies, a coding scheme was developed and employed during the coding process. Two authors of this study served as coders and reached satisfactory inter-coder reliability. A series of χ2 tests and negative binomial regressions were conducted for data analysis. Findings Neither Fortune 200 CEOs nor top startup CEOs fully utilized dialogic principles for Twitter communication. Although Fortune CEOs seemed to be experts in strategically tailoring messages and therefore present themselves on Twitter in a friendly manner, startup CEOs demonstrated a higher level of authenticity, animation and informality. Findings are mixed regarding the direction of associations between dialogic principles and public engagement. Originality/value This study expands the application of dialogic principles in examining online executive communication and its influence in public engagement on Twitter. This study was among the first that examined executive leadership communication in the context of social media setting. In this sense, the study shifted the internal focus of leadership research to investigating leaders’ interaction with a variety of online publics.

Purpose The purpose of this paper is to examine the impact of emotional culture on the quality of employee–organization relationships (EORs). To understand the nuances of the influence of positive and negative emotional cultures on employee relational outcomes, this study specifically examined four fundamental emotional cultures, namely, joy, love, fear and sadness, in the cultivation of EORs. Further, as more recent emotional connotations of culture delve into the connections between employees’ fundamental need for psychological satisfaction and business success, likewise, this study proposes employees’ psychological need satisfaction as a potential mediator that explains how emotional culture influences employee–organization relational outcomes. Design/methodology/approach To test the hypothesized model, the authors conducted an online survey on a random sample of 509 employees working in 19 diverse industry sectors in a one-week period in February 2017, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software. Findings Results indicated that joy, happiness, excitement, companionate love, affection and warmth could meet employees’ psychological need for mutual respect, care, connection and interdependence within the organization. Such culture contributed to employees’ feelings of trust, satisfaction, mutual control and commitment toward the organization. By contrast, employees in organizations with a dispirited, downcast and sad emotional culture were less inclined to develop quality relationships with the organization. Employees in organizations where the emotional culture was fearful, anxious, tense or scared were less likely to satisfy their psychological need for relatedness. Originality/value This study is among one of the earliest attempts to theorize and operationalize organizational emotional culture, which fills the research gap in decades of organizational culture research that focused predominantly on the cognitive aspect. Also, this study expands the thriving relationship management literature, in particular, employee relationship management research by showing the positive impact of emotional culture of joy and love and negative impact of emotional culture of sadness on employee relational outcomes.

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