2011
DOI: 10.1108/13563281111156899
|View full text |Cite
|
Sign up to set email alerts
|

Manager‐employee communication during a crisis: the missing link

Abstract: Purpose -The purpose of this paper is to investigate the effectiveness of internal communication during a crisis by comparing how Italian companies communicated to employees during the 2008-2009 global financial crisis and how employees interpreted these efforts. Design/methodology/approach -The study used interviews with internal communication managers and employees. It also drew data from two focus groups and a survey involving internal communicators. Findings -The results indicate a misalignment between wha… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
3
1
1

Citation Types

4
43
0
5

Year Published

2016
2016
2022
2022

Publication Types

Select...
4
2
1

Relationship

1
6

Authors

Journals

citations
Cited by 67 publications
(52 citation statements)
references
References 20 publications
4
43
0
5
Order By: Relevance
“…Level 1 "Artefacts and Behavior" is reflected by the used channels of communication (face-to-face, e-mail, intranet), its dispersion (to all, only those concerned, only management), its direction and coordination (cascade top down, at once to all employee), responsibilities (centralized and coordinated by a specific unit, top management task) or feedback loops. Third, for effective internal crisis communication the practices, which fall into level 1 "Artefacts and Behavior", are largely in line with level 2 "Espoused Values" confirming previous studies [14]. New is the finding, that effective internal crisis communication is also strongly correlated to the congruence between level 2 "Espoused Values", on the one hand, and level 3 "Basic Assumptions" within the company on the other hand.…”
Section: Findings and Discussionsupporting
confidence: 83%
“…Level 1 "Artefacts and Behavior" is reflected by the used channels of communication (face-to-face, e-mail, intranet), its dispersion (to all, only those concerned, only management), its direction and coordination (cascade top down, at once to all employee), responsibilities (centralized and coordinated by a specific unit, top management task) or feedback loops. Third, for effective internal crisis communication the practices, which fall into level 1 "Artefacts and Behavior", are largely in line with level 2 "Espoused Values" confirming previous studies [14]. New is the finding, that effective internal crisis communication is also strongly correlated to the congruence between level 2 "Espoused Values", on the one hand, and level 3 "Basic Assumptions" within the company on the other hand.…”
Section: Findings and Discussionsupporting
confidence: 83%
“…Line communication, at both local and global levels, is therefore depicted as essential to overcoming linguistic, cultural and educational barriers, collecting employee feedback during a crisis, managing rumours and transmitting the learning outcomes after the crisis. Manageremployee communication is in fact critical to explaining crisis messages and building shared understanding (Mounter, 2003;Mazzei and Ravazzani, 2011;Johansen et al, 2012).…”
Section: Discussionmentioning
confidence: 99%
“…However, this research study also has a number of limitations that should be addressed in future research. First, it has only considered the perspective of internal communications managers, which might differ considerably from that of employees who, especially during crises, may misinterpret and refuse the official narrative (Mazzei and Ravazzani, 2011). Thus, future research could explore employees' perceptions, adopting an audience-orientation (Falkheimer and Heide, 2006) and a multivocality perspective (Frandsen and Johansen, 2010b) to understand, for example, how they define culture and what their communication needs and expectations are.…”
Section: Discussionmentioning
confidence: 99%
See 2 more Smart Citations