The internal communication role of the chief executive officer: Communication channels, style, and effectiveness

Men, Linjuan Rita

doi:10.1016/j.pubrev.2015.06.021

Cited by 96 publications

(75 citation statements)

References 42 publications

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“…Trust in top management acts as a mediator between top management communication and employee commitment (Ashish, Bishop, & Dow, 2012). A recent study by Men (2015) shows that "[e]mployees who work for CEOs who are better communicators tend to trust the company more, are more empowered, committed to, and satisfied with the organization" (p. 469). While no previous studies have examined the relationship between top management-employee communication and employee communication responsibility, it is, as mentioned earlier, plausible to assume that committed employees also have a predisposition towards taking communication responsibility.…”

Section: Potential Antecedents To Employee Communication Responsibilitymentioning

confidence: 99%

“…Previous studies have shown that top management communication is an important factor for employee commitment (Allen, 1992), and that CEOs that are skilled communicators get more committed employees (Men, 2015), thus highlighting the importance of acknowledging the importance of communication between top management and employees. The results of this study further support this suggestion idea as the hypothesis that top management-employee communication contributes to employees' predisposition towards taking communication responsibility was supported, and it therefore strengthens the findings of previous research that stress the importance of well-functioning communication between top management and employees.…”

Section: Structural Equation Model Analysismentioning

confidence: 99%

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Employee Communication Responsibility: Its Antecedents and Implications for Strategic Communication Management

Andersson

2018

International Journal of Strategic Communication

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Although organizations increasingly acknowledge the communicative importance of employees, and increasingly frame communication as an employee responsibility, communication responsibility remains an unexplored topic in strategic communication research. To address this gap, this study introduces the concept employee communication responsibility and offers insight into factors influencing employees' predisposition towards taking communication responsibility. Data were obtained from 4,726 employees working in ten Swedish organizations. Half the sample (2,244) was used for exploratory factor analysis that enabled the identification of a smaller number of factors to construct a model with four hypotheses, and half the sample (2,482) was used to test the proposed model through structural equation modeling (SEM). Hypotheses formulation was informed by previous research examining factors influencing employees' communication. The study shows that all tested factors, internal communication climate openness, immediate supervisor communication, top management-employee communication, and perceived importance of communication significantly contribute to employees' predisposition towards taking communication responsibility. Thus, the study provide knowledge useful to researchers interested in employees' communication, and to strategic communication practitioners responsible for internal communication and employees' communication.

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Section: Potential Antecedents To Employee Communication Responsibilitymentioning

confidence: 99%

Section: Structural Equation Model Analysismentioning

confidence: 99%

Employee Communication Responsibility: Its Antecedents and Implications for Strategic Communication Management

Andersson

2018

International Journal of Strategic Communication

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“…Indeed, communication and leadership go hand in hand [60], since leadership provides an important context for the practice of internal communication [61], thus constituting an essential aspect of organizational changes [62]. The results support this, ensuring that the exchange occurs between the main sources at the internal level of the organization.…”

Section: Leadershipmentioning

confidence: 80%

Project-Based Governance Framework for an Agri-Food Cooperative

Herrera-Reyes

Carmenado²,

Martínez-Almela

2018

Sustainability

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Abstract:In a context that approaches the limits of environmental and social problems, and in view of the challenges that the agri-food sector faces today, the need to produce more food, linking environmental sustainability and human health, constitutes a means for sector organizations to turn these new conditions into opportunities to achieve their strategic objectives in project governance. The objective of this study is to analyze the governance of an agri-food cooperative comprised of farmers with more than 40 years of experience. In addition, we propose, based on the findings obtained, a plan for the organization to integrate the culture of the projects and project management in its governance system. This paper is based on a conceptual framework that takes into account the systemic nature and dynamics of social and organizational interactions, with the aim of moving towards sustainability within the agri-food system, through the analysis of an empiric study in the agriculture cooperative sector in the southeast of Spain. The findings show that working by projects offers a novel and effective governance model for the sector, and that integrating expert and experienced knowledge, working with people, is a fundamental condition for moving towards sustainability.

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“…It might also increase employees' sense of organizational commitment and their trust in supervisors and co-workers, reduce the sense of the existence of a distance between subordinates and supervisors, ensure a higher degree of readiness to accept changes and obtain feedback on the quality of performed business tasks and proposals for changes. Besides, it might also reduce the cultural distance in international cooperation (Men, 2015;Jacobs, Yu & Chavez, 2016;Král & Králová, 2016;Malhotra & Ackfeldt, 2016;Solaja, Idowu & James, 2016). Organizational communication also plays an important role in raising employees' motivation by allowing them to express their feelings (Posey, Roberts & Lowry, 2015;Ramadanty & Martinus, 2016).…”

Section: Organizational Communicationmentioning

confidence: 99%

“…Komunikacija, interna i eksterna, ima izuzetno značajnu i multidimenzionalnu ulogu u funkcionisanju organizacije, pa tako uspešna komunikacija obezbeđuje: jasnoću radnih zadataka, smanjenje osećanja neizvesnosti kod zaposlenih, što je od naročite važnosti u periodima restrukturiranja organizacija, rešavanje konfliktnih situacija, povećanje privrženosti organizaciji, uspostavljanje poverenja prema supervizoru i saradnicima, smanjenje distance između podređenih i nadređenih, veći stepen spremnosti za promene, dobijanje povratnih informacija o kvalitetu izvršenih zadataka, dobijanje povratnih informacija o predlozima za promene, kao i smanjenje kulturne distance u internacionalnoj kooperaciji (Men, 2015;Jacobs, Yu & Chavez, 2016;Král & Králová, 2016;Malhotra & Ackfeldt, 2016;Solaja, Idowu & James, 2016). Pored navedenih, organizaciona komunikacija igra važnu ulogu i u povećanju stepena motivisanosti zaposlenih, time što omogućava slobodno ispoljavanje osećanja (Posey, Roberts & Lowry, 2015;Ramadanty & Martinus, 2016).…”

Section: Organizaciona Komunikacijaunclassified

The importance of sociodemographic characteristics and personality dimensions for communication satisfaction

Nedeljković-Knežević¹,

Mijatov²,

Nedeljković³

2019

Ekon horizonti

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The subject matter of this research study is the importance of the sociodemographic characteristics and the personality dimensions of employees for communication satisfaction. This study is aimed at determining the significant influences and correlations between the main constructs within the research study conducted on a sample of 119 employees. The obtained results have shown that, except for the gender structure of the respondents, the other examined sociodemographic characteristics have an influence on certain dimensions of communication satisfaction. Correlations were also identified between certain personality dimensions and the dimensions of communication satisfaction. The research results have numerous practical implications. The quality of the interpersonal relationships between highly-educated employees and their supervisors needs to be improved by providing a greater autonomy and complex working tasks. It is also necessary to improve the bottom-up communication process for the purpose of enabling subordinates to express their ideas without barriers. Finally, it is recommended that employees with a high level of the personality dimensions 'Openness to new experiences' and 'Extraversion' should be in the positions in which they could achieve the best results.

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The internal communication role of the chief executive officer: Communication channels, style, and effectiveness

Cited by 96 publications

References 42 publications

Employee Communication Responsibility: Its Antecedents and Implications for Strategic Communication Management

Employee Communication Responsibility: Its Antecedents and Implications for Strategic Communication Management

Project-Based Governance Framework for an Agri-Food Cooperative

The importance of sociodemographic characteristics and personality dimensions for communication satisfaction

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