Authentic enterprise, organization-employee relationship, and employee-generated managerial assets

Abstract

Purpose The purpose of this paper is to examine the impacts of perceived authenticity of organizational behaviors and types of organization-employee relationship (i.e. communal and exchange relationship) on intangible assets of organizations generated by employees’ communicative behaviors (ECBs) (e.g. megaphoning, scouting). Design/methodology/approach A web-based survey was conducted with full-time 528 employees working in medium- and large-sized companies in the USA. Findings Results showed that an organization’s authentic behaviors are positively related with employees’ perceived communal relationships, but not with exchange relationships. However, both communal and exchange relationships turned out to increase ECBs: positive megaphoning, negative megaphoning, and scouting. The existence of both communal and exchange relationships was more significant than having only communal relationships in terms of encouraging employees’ active communicative actions. Research limitations/implications By building links between employees’ communicative actions and its antecedents, perceived authenticity, types of relationship; this study contributed to the body of knowledge on exchange and communal relationship in the context of employee communication and extended the understanding of motivations of ECBs. Practical implications The findings suggest that employees’ communicative actions are highly facilitated by organizations’ authentic behavioral efforts and perceived relationship. To encourage employees’ information seeking and sharing behaviors, for organizational effectiveness, organizations should behave in authentic ways – be trustful, transparent, and consistent – and build both communal and exchange relationship. Originality/value This study first attempted to demonstrate the impacts of both communal and exchange relationships for organizations empirically in internal communication and relationship building practices.

On Evolving Nature of Relationship by Perspective Mutuality: Reconceptualizing Relationship Typology Between Organization and Its Publics

“…Kim, 2001; J. Kim & Sung, 2016; Y. Lee & Kim, 2017), the study found that the current measurements not only bolster the idea of a negative association between the two constructs, but also suggest low reliability (e.g., internal consistency between .5 and .8).…”

“…Kim & Sung, 2016), organization–employee relationships (H.-S. Kim, 2007; Y. Lee, 2017; Y. Lee & Kim, 2017), company–customer relationships (Hall, 2006), publics–foreign government relationship (H.…”

“…The aforementioned associations between relationship types and relational qualities are also expected to be similar, regardless of the way they are measured. For example, previous empirical studies have provided evidence that the communal relationship, whether it is measured from organization-oriented perspectives (e.g., H.-S. Kim, 2007; Y. Lee & Kim, 2017) or public-oriented perspectives (e.g., Johnson & Grimm, 2010; Y.…”

“…Kim, 2001; J. Kim & Sung, 2016; Y. Lee & Kim, 2017), mostly adapted from Hon and Grunig (1999)’s work.…”

A Study on Customer Satisfaction Factors of Supply Chain Management Support Center(SCSC)

“…In addition, trust in superiors strengthens members' intrinsic motivation to contribute to the active sharing of knowledge and creative behaviors (Kim, 2015), and the sense of belonging, mutual trust and thanks, and open interactions among colleagues induce the members to devote themselves to the organization (Mai-Stiina et al, 2017). Furthermore, employees' communicative behaviors (ECB) based on trust are management properties that serve strategic functions in terms of the enterprise (Lee & Kim, 2017;Shen and Kim, 2012;Edwards, 2010;Potter, 2010;Molleda & Roberts, 2008;Bishop, 2003), and such results contribute to motivation to build up trust with employees.…”