Who We Are and What We Do, 2008

Cyphert, Dale

doi:10.1177/0021943608328080

Cited by 13 publications

(21 citation statements)

References 27 publications

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“…On the other hand, the results challenge the focus of business communication education. The field of business communication has a history (e.g., Keyser, 1972;Lewis, 1975) of reconsidering whether its courses should emphasize writing, speaking, or something else (e.g., Cyphert, 2009Cyphert, , 2010Du-Babcock, 2006;Grinols, 2010;Laster & Russ, 2010;Robles, 2012). Our study does not address the content of business and technical communication courses.…”

Section: Implications and Future Researchmentioning

confidence: 99%

Do Communication Abilities Affect Promotion Decisions? Some Data From the C-Suite

Reinsch

Gardner²

2013

Journal of Business and Technical Communication

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Senior U.S. business executives reported that in making recent promotion decisions, they had placed a great deal of weight on candidates’ interpersonal skills, less weight on oral communication skills, and even less weight on writing skills. Older business managers ranked communication skills as more important than did the younger managers. If this age-related difference is a maturation effect, younger managers may place more emphasis on communication as they mature. If the age-related difference is a cohort effect, the relative importance of communication skills for advancement may shift as Generation X executives replace boomer executives in top-level positions at U.S. corporations.

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Section: Implications and Future Researchmentioning

confidence: 99%

Do Communication Abilities Affect Promotion Decisions? Some Data From the C-Suite

Reinsch

Gardner²

2013

Journal of Business and Technical Communication

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“…As business communication scholars and educators, we are becoming increasingly aware of these changes and the need to adapt our research and course offerings. Indeed, the most popular topic request for Academy of Business Communication conference workshops and presentations is the impact of digital technology on our field (Cyphert, 2009). Recent articles in the International Journal of Business Communication and Business and Professional Communication Quarterly have provided increasing coverage of new channel options (e.g., email, social media) and the changing nature of communication (e.g., multi-model communication, asymmetric communication) as a result of these new options.…”

mentioning

confidence: 99%

Social Media Use to Enhance Internal Communication

Young

Hinesly

2014

Business and Professional Communication Quarterly

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Organizations are increasingly using social media to improve their internal communication. When successfully implemented, such initiatives can have a dramatic impact on internal efficiency, team collaboration, innovation, organizational alignment, and cultural transformation. This article describes a course offered by the Ross School of Business, University of Michigan, on the use of social media for internal business communication that can be modified for Bachelor of Business Administration or Master of Business Administration students. The authors describe the pedagogy behind the course design, provide a course description, and discuss social media/ communication consulting projects conducted in the class.There has been an expansive growth in the use of social media to communicate in the business setting. According to a recent global survey by McKinsey (2013), 89% of companies reported using at least one type of social media in 2012, which increased from 72% the previous year. The most common use of social media was to facilitate internal communication (83%), followed by communication with customers (74%) and external partners (48%). These findings speak to the importance of developing scholarship and pedagogy on how businesses can use social media to enhance internal communication.

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“…Increasingly, change communication is considered an essential part of a business communication skill set (Cyphert, 2009; G. F. Thomas, 2007). With the business environment changing at such a rapid pace, businesses are forced to adjust strategies, business models, processes, technologies, human resource policies, and various aspects of business operations at an accelerated pace.…”

mentioning

confidence: 99%

“…In this article, we build on the work of Armenakis, Harris, and colleagues (Armenakis & Harris, 2002, 2009Armenakis, Harris, Cole, Fillmer, & Self, 2007;Armenakis, Harris, & Feild, 2000) to examine how business professionals construct change messages. We examine how early-career business professionals (generally between the ages of 27 and 35 years) constructed change messages in the context of Yahoo's recent decision to ban remote working.…”

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confidence: 99%

The Role of Motivational Values in the Construction of Change Messages

Cardon

Philadelphia

2014

Business and Professional Communication Quarterly

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We examined how 106 early-career professionals constructed video change messages involving a ban on remote working. These professionals constructed three types of statements: vision statements, direct change statements, and indirect change statements. Professionals with higher assertive-directing motivational values tended to first construct vision statements and secondly construct direct change statements, whereas professionals higher in analytic-autonomizing motivational values tended to first construct indirect change statements and secondly construct direct change statements. Overall, early-career professionals displayed strong group orientation in their rationale for change and low directness in communicating change.

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Who We Are and What We Do, 2008

Cited by 13 publications

References 27 publications

Do Communication Abilities Affect Promotion Decisions? Some Data From the C-Suite

Do Communication Abilities Affect Promotion Decisions? Some Data From the C-Suite

Social Media Use to Enhance Internal Communication

The Role of Motivational Values in the Construction of Change Messages

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