Face-to-Face Communication in Organisations

Battistón, Diego; Vidal, Jordi Blanes i; Kirchmaier, Tom

doi:10.2139/ssrn.2934290

Cited by 20 publications

(11 citation statements)

References 38 publications

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“…"We argue that a core role of communication is to transmit information that helps coworkers do their job better." [7] "Thus, the calls during which people reported particular symptoms were directed to the healthcare agencies, the calls related to persons who did not comply with the selfisolation/quarantine established by authorities were directed to the Police, and when callers needed particular information, they were advised to call the support line Helpline at 0800.800.358". [8] "COVID-19 and the large scale social and economic shock which it bought has already profoundly transformed organizational cultures.…”

Section: Introductionmentioning

confidence: 99%

Global impact of COVID 19 on 112 Emergency System detailed for National 112 Emergency System of Romania

et al. 2021

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Research background: During COVID19 crisis, in order to limit and control the multiplication of infections with the new virus, the Romanian Government forced restrictions and established fines to those not staying in line with the rules. The rules had been applied not only to citizens but also to private companies and state authorities. Due to these legal constraints taken during the declared state of emergency and the next state of alert, the appropriate attitude effects occurred in terms of behaviour of individuals and companies. Purpose of the article: One of the positive side effects of the measures taken during the state of emergency and the state of alert, is a decrease of non-real emergency calls in public safety answering points, small in value but important for dealing with real emergencies. Moreover, the incoming calls related to some chronic non-urgent medical affection decreases. Methods: We will study and make comparisons in the number of calls in 112 Emergency System to analyse the quantitative impact relative to COVID period versus a previous not impacted period of time because of COVID. Findings & Value added: The impact of the pandemic on the 112 Emergency System has been a major one. We observed the need to redefine procedures and to make operational a new resilience plan, by defining a specific calling number where people in need to report incidents specifically related to COVID. We also observed some changes in caller behaviour that occurred to those calling the emergency 112 number. However, the last not the least we have observed a real interest of people calling to the specific number dedicated to COVID with different contexts, concerns and clarifications needed to them in order to adopt a more conscious and responsible attitude.

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Section: Introductionmentioning

confidence: 99%

Global impact of COVID 19 on 112 Emergency System detailed for National 112 Emergency System of Romania

et al. 2021

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“…5 Our findings show that individuals stand to gain significantly from talking about workplace problems with coworkers, but they often fail to do so because of frictions that prevent them from seeking help. Similar frictions are likely important in many settings, and the gains from understanding and addressing them have the potential to be quite large (Battiston et al, 2017;Catalini, 2017;Cai and Szeidl, 2017;Hasan and Koning, 2017;Boudreau et al, 2017;Battiston et al, 2017). For organizations, these results may help explain the relatively limited takeup of remote hiring or other forms of alternative work arrangements (Katz and Krueger, 2019), as spillovers from coworkers are important, even for individual work.…”

Section: Introductionmentioning

confidence: 92%

Workplace Knowledge Flows*

Sandvik

Saouma

Seegert

et al. 2020

The Quarterly Journal of Economics

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We conducted a field experiment in a sales firm to test whether improving knowledge flows between coworkers affects productivity. Our design allows us to compare different management practices and isolate whether frictions to knowledge transmission primarily reside with knowledge seekers, knowledge providers, or both. We find large productivity gains from treatments that reduced frictions for knowledge seekers. Workers who were encouraged to seek advice from a randomly chosen partner during structured meetings had average sales gains exceeding 15%. These effects lasted at least 20 weeks after the experiment ended. Treatments intended to change knowledge providers’ willingness to share information, in the form of incentives tied to partners’ joint output, led to positive—but transitory—sales gains. Directing coworkers to share knowledge raised average productivity and reduced output dispersion between workers, highlighting the role that management practices play in generating spillovers inside the firm.

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Section: Introductionmentioning

confidence: 92%

Workplace Knowledge Flows

Saouma

Sandvik²,

Seegert³

et al. 2019

Proceedings

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for helpful comments. We thank our respective universities for research support. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peer-reviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications.

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Face-to-Face Communication in Organisations

Cited by 20 publications

References 38 publications

Global impact of COVID 19 on 112 Emergency System detailed for National 112 Emergency System of Romania

Global impact of COVID 19 on 112 Emergency System detailed for National 112 Emergency System of Romania

Workplace Knowledge Flows*

Workplace Knowledge Flows

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