High reliability organizing through an extended crisis: a case study of a U.S. university during COVID-19

The Great Resignation and COVID-19 pandemic are two extended crises marked by organizational change and employee turnover. This study examines the positive organizational communication experiences that influenced employee retention during this time of organizational crisis. Data for this research were collected through 25 semi-structured interviews and analyzed using a phronetic iterative approach. Through the use of structuration theory, the findings indicated that participants’ positive experiences of organizational communication transformed into reasons to stay with their workplaces during a time of extended crisis. Participants identified how organizational structures were reaffirmed or changed as employees and leaders utilized different resources and created new rules for interaction. Findings of this study show how positive organizational communication experiences can mitigate negative experiences and strengthen employee retention. During crises, organizations and their leaders should focus on fostering connection, belonging, and open communication among all employees.

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High reliability organizing through an extended crisis: a case study of a U.S. university during COVID-19

Cited by 3 publications

References 33 publications

Managing disruption(s) at work: A longitudinal study of communicative resilience and high-reliability organizing

Managing disruption(s) at work: A longitudinal study of communicative resilience and high-reliability organizing

“Nobody Knew the Rules”: Nonprofit Resilience, Rules, and Resources During the COVID-19 Pandemic

The Structuration of Positive Communication Experiences: The Case of the Great Resignation

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