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Research on corporate communications -the strategic use of public language to influence stakeholders -has flourished in recent years, but the COVID-19 pandemic highlights some shortcomings in corporate communication research. Three salient features differentiate pandemic communications from the typical communication setting studied by management scholars. First, the pandemic generated an extreme level of uncertainty, shared by both communicators and listeners. Second, the pandemic created information disorder, disrupting the normal manner of information processing and decision making. Third, the pandemic is characterized by a flood of information that overwhelms listeners. Our study explores these challenges and offers important insights that suggest the reevaluation of some existing assumptions and recommendations is in order. Shared UncertaintyPrior research has explored how firms can strategically choose the content of their communications to manage the information asymmetry between insiders and outsiders. Some studies have noted the benefits of withholding information, while others have demonstrated the advantages of obfuscation (e.g., Elsbach, 1994). An implicit assumption in these studies is that uncertainty is primarily a problem for listeners. Communicators are assumed to have superior knowledge, as well as an awareness of what listeners will interpret as good or bad. Thus, information asymmetry is beneficial to communicators.The pandemic, however, is characterized by an extreme level of uncertainty, shared by both communicators and listeners. What is believed accurate today may well be

The opening up of the Chinese economy has led to rapid growth in international tourism, with extensive potential growth in numbersand destinations throughout the world. The structure of the Chinese travel industry is examined here, with particular emphasis upon the future changes likely to take place in the provision of travel services. Some of these changes are evolutionary with free market growth, and some will be caused by the requirements of World Trade Organisation entry for China. This paper focuses upon the issue of whether foreign companies can become more involved in the potentially huge Chinese travel market, and if so in what way they should develop their market entry strategies. In conclusion, it is determined that companies must make a strategic choice between the advantages of early entry strategies or waiting for a clear distinction between the wholesaling and retailing functions of tourism selling to evolve and then implementing a late entry strategy.

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