How dialogic internal communication fosters employees’ safety behavior during the COVID-19 pandemic

Lee, Yeunjae

doi:10.1016/j.pubrev.2022.102156

Cited by 33 publications

(32 citation statements)

References 67 publications

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“…(Informant 4,Dircom,Commerce and Distribution) This model, based on dialogue and linkages, facilitates the transparent and smooth circulation of information, and makes the habits of sharing, coordinating, collaborating, engaging, integrating and involving all employees in the same business project viable. This view correlates with the most current literature research on IC (Berceruelo, 2020;Cuenca and Verazzi, 2020;Qin and Men, 2022;Ruck and Men, 2021;Tkalac, 2021;Theaker, 2022;Lee, 2022).…”

Section: The Role Of Internal Communication Before the Coronavirus Pa...supporting

confidence: 87%

The function of internal communication during the COVID-19 health crisis: Transformation or transubstantiation?

Fontbona

Compte-Pujol

Sueldo

2023

analisi

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To find out whether the role of internal communication was transformed or transubstantiated as a result of the situation caused by the COVID-19 health crisis, a series of structured interviews with communication managers were held from the most severe period of lockdown (April 2020) until the end of the fifth wave (June 2021), with the aim of examining whether the function of internal communication in organizations had been affected by this health crisis and if so, to what extent. Internal communication as a managerial function underwent adaptation and adjustments, for which organizations had no ad hoc existing manuals or guidelines to follow in stricto sensu, because the nearest precedent comparable to the current situation occurred over a century ago and within a completely different economic context. The pandemic has led to a marked digitization of internal communication channels, the dissemination of contents focused on health, well-being and safety of employees, alignment with the team, transparency, sustainability and diversity, with the express aim of providing emotional support and forging an image of security. It has also become an accelerating factor from a strategic perspective. Furthermore, new gaps have emerged, such as the need for employee self-management, along with managerial challenges posed by ambiguity, privacy, data accuracy and security and worklife balance in the teleworking context. All these concerns imply and require the direct involvement of internal communication to tackle them and find solutions. Yet what has changed is the various ways the internal communication function displays itself, but not the substance of the discipline. Thus, continuity in the strategic management of this function is crucial for its further development as an essential contribution for facing current and upcoming challenges.

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Section: The Role Of Internal Communication Before the Coronavirus Pa...supporting

confidence: 87%

The function of internal communication during the COVID-19 health crisis: Transformation or transubstantiation?

Fontbona

Compte-Pujol

Sueldo

2023

analisi

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“…It was observed that after March 2022, the connections worsened (the approach was very difficult, including moments when the workers sustained that they didn’t understand their tasks. The effort made by the leadership to optimize the working media strengthens the bilateral engagement in the companies [ 52 ]. Staff and employee connection from corporations was much more difficult during the COVID-19 pandemic.…”

Section: Discussionmentioning

confidence: 99%

Analysis of Sustainable Communication Patterns during the Telework Period in Western Romanian Corporations

Ţigan

Blaga

Isac

et al. 2022

IJERPH

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The research was conducted in a particular context, the recent pandemic. It is a comparative study of the methods and quality of communication in global companies between 2021 and 2022. The corporations involved in the research are important providers of flexible production, quality, and logistics solutions that cover customers’ real needs. They are active in the automotive industry and units involved in mass production in the electronics industry, household appliances, and cosmetics industries. In their case, it was noted that to achieve operational objectives such as developing employee skills, using advanced technologies, and exceeding customer expectations, it is important to use innovative methods and tools such as single platforms, which allow access to the most important information from a distance, anywhere, anytime. It is significant that, according to the research, the preferred method of communication by employees, regardless of the existing conditions, is face-to-face. Primarily, this method is chosen because it provides an open area of interpersonal interaction. The participants observe non-verbal attitudes or can perceive emotions and feelings. Their personality can be identified through unintentional contact to obtain constructive feedback through guidance and counseling. Moreover, it can be formed and develop productive, intentional connections. Stakeholders’ efficient and effective open dialogs are encouraged in this sense.

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“…Para poder plantear los objetivos de investigación parece oportuno preguntarse si el conocimiento en el ámbito de las relaciones públicas previo a la crisis, así como el aportado por las más recientes investigaciones relacionadas con la crisis sanitaria provocada por la COVID (Abd-Alrazaq, 2020;Chen et al, 2020;Guo et al, 2021;Huang et al, 2022;Lee, 2022;Moreno et al, 2020;Xifra, 2020;Zeler et al, 2022), puede servir como marco de actuación para determinar el comportamiento de las organizaciones en una situación de crisis.…”

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“…La emergencia sanitaria causada por COVID-19, obligó a empresas y autoridades a establecer un diálogo con sus públicos para responder a las necesidades constantes de información (Bridman & Merkley, 2020;Huang et al, 2022). Ante estas circunstancias, la comunicación dialógica de las organizaciones con sus públicos se presenta como una herramienta estratégica para gestionar las crisis y construir relaciones de calidad (Lee, 2022). De hecho, las redes sociales se convirtieron en uno de los principales canales utilizados a la hora de trasladar las últimas noticias e indicaciones sanitarias a la población general (Bridman & Merkley, 2020) y complementaron el abanico de canales a través de los cuales los ciudadanos cubrieron sus necesidades de información (Moreno et al, 2021) En contextos diferentes a los de crisis, las redes sociales como Facebook, Twitter, TikTok o LinkedIn, también representan uno de los principales canales donde más se favorece el diálogo entre personas, organizaciones y sus stakeholders (Watkins, 2017;Yang & Saffer, 2019;Jiang & Park, 2021;Wang & Jang, 2019;Zhao & Chen, 2022).…”

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Análisis del uso de Twitter como plataforma estratégica de diálogo: las empresas del IBEX35 y la difusión de mensajes sobre COVID

Miquel-Segarra

Pérez

Monfort

2023

RCom

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El trabajo analiza la comunicación realizada por parte de empresas del IBEX35 en situaciones de crisis para determinar los mecanismos que tratan de favorecer el diálogo entre organizaciones y sus stakeholders. La muestra la componen los tuits que incluyen la palabra covid y que han sido emitidos por las 27 compañías del IBEX 35 que disponían de perfiles corporativos verificados en la plataforma social Twitter durante los primeros 6 meses de la pandemia COVID-19. Tomando en consideración los principios dialógicos establecidos por Kent y Taylor (1998), que fueron adaptados por Rybalko y Seltzer (2010) para Twitter, se realizó una adaptación para establecer indicadores que aplicar en la conversación establecida en la plataforma. Para analizar las diferencias de interacción se ha utilizado la prueba t para muestras independientes y el ANOVA de un factor. Los resultados muestran que las empresas mantienen un interés por relacionarse con sus públicos pero que siguen tratando temas que no son del interés de los usuarios, lo que dificulta que exista una diálogo o conversación entre empresas y stakeholders. El artículo demuestra que los recursos más utilizados por las empresas en situaciones de crisis son la llamada a la acción y al diálogo, ya sea planteando preguntas a sus usuarios o sugiriendo la interacción deseada. Mientras que preguntar directamente a los usuarios sus opiniones no genera más diálogo, los resultados demuestran que solicitar actitudes, como comentar, difundir una imagen o dar un me gusta sí que aumenta la interacción. Esto implica que existe interés bajo por parte de los públicos por unirse a una conversación real.

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How dialogic internal communication fosters employees’ safety behavior during the COVID-19 pandemic

Cited by 33 publications

References 67 publications

The function of internal communication during the COVID-19 health crisis: Transformation or transubstantiation?

The function of internal communication during the COVID-19 health crisis: Transformation or transubstantiation?

Analysis of Sustainable Communication Patterns during the Telework Period in Western Romanian Corporations

Análisis del uso de Twitter como plataforma estratégica de diálogo: las empresas del IBEX35 y la difusión de mensajes sobre COVID

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