Pub Date : 2021-10-04DOI: 10.1177/23294884211047994
Nicole A. Ploeger-Lyons, Ryan S. Bisel
How and when do employees confront one another for stealing their ideas? Business communication literature on confronting unethical behavior is synthesized with moral licensing theory to better understand responses to unethical actors about unjustified credit taking in the workplace. In this message production experiment, working adults (N = 344) were randomly assigned to respond to a supervisor, peer coworker, or subordinate who stole or ignored the participant’s intellectual contributions. Content and statistical analyses revealed subordinates were comparatively less direct when confronting bosses, suggesting third-party moral licensing and moral credentialing were measurable in communication patterns. Importantly, this dynamic was not attributable to perceptions of task interdependence. Instead, subordinates perceived the stealing or ignoring of their ideas to be less unethical than did bosses. Additionally, individuals whose ideas have been stolen in the workplace were less confrontational compared to those who have not. Thus, data suggest incremental acquiescence to this form of workplace wrongdoing, particularly when the transgressor holds high hierarchical status. Taken together, these data may explain how recognition for ideas tends to spread vertically to bosses (labeled here, vertical credit creep), which may function to reinforce established power arrangements and to perpetuate unjustified credit taking in the workplace.
{"title":"Confronting Idea Stealers in the Workplace: The Unfortunate Moral Credentialing Granted to Power-Holders","authors":"Nicole A. Ploeger-Lyons, Ryan S. Bisel","doi":"10.1177/23294884211047994","DOIUrl":"https://doi.org/10.1177/23294884211047994","url":null,"abstract":"How and when do employees confront one another for stealing their ideas? Business communication literature on confronting unethical behavior is synthesized with moral licensing theory to better understand responses to unethical actors about unjustified credit taking in the workplace. In this message production experiment, working adults (N = 344) were randomly assigned to respond to a supervisor, peer coworker, or subordinate who stole or ignored the participant’s intellectual contributions. Content and statistical analyses revealed subordinates were comparatively less direct when confronting bosses, suggesting third-party moral licensing and moral credentialing were measurable in communication patterns. Importantly, this dynamic was not attributable to perceptions of task interdependence. Instead, subordinates perceived the stealing or ignoring of their ideas to be less unethical than did bosses. Additionally, individuals whose ideas have been stolen in the workplace were less confrontational compared to those who have not. Thus, data suggest incremental acquiescence to this form of workplace wrongdoing, particularly when the transgressor holds high hierarchical status. Taken together, these data may explain how recognition for ideas tends to spread vertically to bosses (labeled here, vertical credit creep), which may function to reinforce established power arrangements and to perpetuate unjustified credit taking in the workplace.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43983967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-21DOI: 10.1177/23294884211046357
A. Pang, Yan Jin, Youngji Seo, S. Choi, H. Teo, P. Le, B. Reber
Crises present organizations with the “rhetorical exigency” to enact control. Silence is not an option. This study, as the first empirical examination of Le et al’s (2019) seminal study on silence in crisis communication, examines, first, if silence can be strategically used as a bona fide strategy; second, under what circumstances should silence be broken; and third, when silence is broken, how it affects (a) organizational reputation, (b) societal risk perception, and (c) the publics’ crisis information sharing intention. An online experiment was conducted using a nationally representative sample in the United States. Participants were recruited in 2019 via a Qualtrics panel. The stimuli used in this study consisted of two components: (1) an explanation about a fictitious company; and (2) two types of silence breaking (forced vs. planned) embedded in each stimulus accordingly after the same crisis incident. Four hypothesis were conceptualized. They were all supported. Collectively, they showed that the effect of silence-breaking type on crisis information sharing intention was mediated by societal risk perception, which is conditioned by participants’ level of perceived organizational reputation. Silence, or failure to fill the information vacuum, has not been an option to consider thus far as it suggests the organization is “not in control.” However, this study suggests the types of silence organizations can adopt and the modes the organizational silence can be broken. It provides a new lens for organizations to engage in business communication.
{"title":"Breaking the Sound of Silence: Explication in the Use of Strategic Silence in Crisis Communication","authors":"A. Pang, Yan Jin, Youngji Seo, S. Choi, H. Teo, P. Le, B. Reber","doi":"10.1177/23294884211046357","DOIUrl":"https://doi.org/10.1177/23294884211046357","url":null,"abstract":"Crises present organizations with the “rhetorical exigency” to enact control. Silence is not an option. This study, as the first empirical examination of Le et al’s (2019) seminal study on silence in crisis communication, examines, first, if silence can be strategically used as a bona fide strategy; second, under what circumstances should silence be broken; and third, when silence is broken, how it affects (a) organizational reputation, (b) societal risk perception, and (c) the publics’ crisis information sharing intention. An online experiment was conducted using a nationally representative sample in the United States. Participants were recruited in 2019 via a Qualtrics panel. The stimuli used in this study consisted of two components: (1) an explanation about a fictitious company; and (2) two types of silence breaking (forced vs. planned) embedded in each stimulus accordingly after the same crisis incident. Four hypothesis were conceptualized. They were all supported. Collectively, they showed that the effect of silence-breaking type on crisis information sharing intention was mediated by societal risk perception, which is conditioned by participants’ level of perceived organizational reputation. Silence, or failure to fill the information vacuum, has not been an option to consider thus far as it suggests the organization is “not in control.” However, this study suggests the types of silence organizations can adopt and the modes the organizational silence can be broken. It provides a new lens for organizations to engage in business communication.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46953616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-24DOI: 10.1177/23294884211035116
C. Yue
This study surveyed 482 employees in the United States to test the impact of leaders’ motivating language on employee advocacy. In addition, the study tested the mediating role of perceived organizational authenticity and employee organizational identification. Results suggested that motivating language is not directly related to employee advocacy. However, an indirect relationship is observed through two mediating processes: (1) serial mediation of organizational authenticity and organizational identification and (2) single mediation of organizational identification.
{"title":"Creating Organizational Authenticity and Identification: Effect of Leaders’ Motivating Language and Impact on Employee Advocacy","authors":"C. Yue","doi":"10.1177/23294884211035116","DOIUrl":"https://doi.org/10.1177/23294884211035116","url":null,"abstract":"This study surveyed 482 employees in the United States to test the impact of leaders’ motivating language on employee advocacy. In addition, the study tested the mediating role of perceived organizational authenticity and employee organizational identification. Results suggested that motivating language is not directly related to employee advocacy. However, an indirect relationship is observed through two mediating processes: (1) serial mediation of organizational authenticity and organizational identification and (2) single mediation of organizational identification.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47147082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-11DOI: 10.1177/23294884211038745
Emily Elsner Twesme, Jon M. Werner, Aditya Simha
This study sought to determine whether motivating language theory and feedback orientation theory connect, and if so, whether or not this impacts employee contextual performance in the workplace. Survey data was collected from 458 individuals (142 undergraduate students, and a national sample of 316 employees). Statistically significant relationships were observed between motivating language and feedback orientation, between motivating language and contextual performance, and between feedback orientation and contextual performance. Feedback orientation was found to moderate the relationship between motivating language and contextual performance. Implications and generalizability of these theories to other settings are presented.
{"title":"Can We Talk? Improving Employee Contextual Performance Using Motivating Language and Feedback Orientation","authors":"Emily Elsner Twesme, Jon M. Werner, Aditya Simha","doi":"10.1177/23294884211038745","DOIUrl":"https://doi.org/10.1177/23294884211038745","url":null,"abstract":"This study sought to determine whether motivating language theory and feedback orientation theory connect, and if so, whether or not this impacts employee contextual performance in the workplace. Survey data was collected from 458 individuals (142 undergraduate students, and a national sample of 316 employees). Statistically significant relationships were observed between motivating language and feedback orientation, between motivating language and contextual performance, and between feedback orientation and contextual performance. Feedback orientation was found to moderate the relationship between motivating language and contextual performance. Implications and generalizability of these theories to other settings are presented.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48670463","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-08DOI: 10.1177/23294884211037009
P. Cardon, Haibing Ma, Carolin Fleischmann
Artificial intelligence (AI) algorithmic tools that analyze and evaluate recorded meeting data may provide many new opportunities for employees, teams, and organizations. Yet, these new and emerging AI tools raise a variety of issues related to privacy, psychological safety, and control. Based on in-depth interviews with 50 American, Chinese, and German employees, this research identified five key tensions related to algorithmic analysis of recorded meetings: employee control of data versus management control of data, privacy versus transparency, reduced psychological safety versus enhanced psychological safety, learning versus evaluation, and trust in AI versus trust in people. More broadly, these tensions reflect two dimensions to inform organizational policymaking and guidelines: safety versus risk and employee control versus management control. Based on a quadrant configuration of these dimensions, we propose the following approaches to managing algorithmic applications to recording meeting data: the surveillance, benevolent control, meritocratic, and social contract approaches. We suggest the social contract approach facilitates the most robust dialog about the application of algorithmic tools to recorded meeting data, potentially leading to higher employee control and sense of safety.
{"title":"Recorded Business Meetings and AI Algorithmic Tools: Negotiating Privacy Concerns, Psychological Safety, and Control","authors":"P. Cardon, Haibing Ma, Carolin Fleischmann","doi":"10.1177/23294884211037009","DOIUrl":"https://doi.org/10.1177/23294884211037009","url":null,"abstract":"Artificial intelligence (AI) algorithmic tools that analyze and evaluate recorded meeting data may provide many new opportunities for employees, teams, and organizations. Yet, these new and emerging AI tools raise a variety of issues related to privacy, psychological safety, and control. Based on in-depth interviews with 50 American, Chinese, and German employees, this research identified five key tensions related to algorithmic analysis of recorded meetings: employee control of data versus management control of data, privacy versus transparency, reduced psychological safety versus enhanced psychological safety, learning versus evaluation, and trust in AI versus trust in people. More broadly, these tensions reflect two dimensions to inform organizational policymaking and guidelines: safety versus risk and employee control versus management control. Based on a quadrant configuration of these dimensions, we propose the following approaches to managing algorithmic applications to recording meeting data: the surveillance, benevolent control, meritocratic, and social contract approaches. We suggest the social contract approach facilitates the most robust dialog about the application of algorithmic tools to recorded meeting data, potentially leading to higher employee control and sense of safety.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42254647","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-28DOI: 10.1177/23294884211035112
Yang Cheng, Chun-Ju Flora Hung-Baesecke, Yi-Ru Regina Chen
With the prevalence of social media usage among consumers, brands have increasingly utilized paid social media influencer (SMI) endorsements in their corporate social responsibility (CSR) communication. However, how such practice generates positive consumer responses is not well understood. Drawing from signaling theory, social learning theory, and social identity theory, a structural equation model analysis was conducted to test our hypotheses and proposed model based on the survey data from 592 U.S. consumers. The research results suggest that a brand’s CSR initiatives, when endorsed by SMIs who are perceived as social media leaders in opinion and taste, directly enhance consumers’ CSR communication engagement about the initiatives and do so indirectly via the consumers’ reduced CSR skepticism. Reduced CSR skepticism and enhanced CSR communication engagement ultimately lead to the consumers’ brand loyalty, brand preference, and price premium. The study has implications for CSR advertising/social-mediated communication, SMI leadership, and SMI endorsement effects.
{"title":"Social Media Influencer Effects on CSR Communication: The Role of Influencer Leadership in Opinion and Taste","authors":"Yang Cheng, Chun-Ju Flora Hung-Baesecke, Yi-Ru Regina Chen","doi":"10.1177/23294884211035112","DOIUrl":"https://doi.org/10.1177/23294884211035112","url":null,"abstract":"With the prevalence of social media usage among consumers, brands have increasingly utilized paid social media influencer (SMI) endorsements in their corporate social responsibility (CSR) communication. However, how such practice generates positive consumer responses is not well understood. Drawing from signaling theory, social learning theory, and social identity theory, a structural equation model analysis was conducted to test our hypotheses and proposed model based on the survey data from 592 U.S. consumers. The research results suggest that a brand’s CSR initiatives, when endorsed by SMIs who are perceived as social media leaders in opinion and taste, directly enhance consumers’ CSR communication engagement about the initiatives and do so indirectly via the consumers’ reduced CSR skepticism. Reduced CSR skepticism and enhanced CSR communication engagement ultimately lead to the consumers’ brand loyalty, brand preference, and price premium. The study has implications for CSR advertising/social-mediated communication, SMI leadership, and SMI endorsement effects.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23294884211035112","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48728588","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-19DOI: 10.1177/23294884211032316
Rebecca Van Herck, S. Decock, Bernard De Clerck, L. Hudders
This study investigates the effect of linguistic realizations of employee empathy (LREE) on brand trust in email responses to customer complaints. We explore possible mediating effects of perceived empathy and perceived complaint handling quality and we look into moderation effects of compensation (Study 1) or customer’s acceptance of blame (Study 2). Our aim is to find out if LREE have a negative or positive impact on the customer in cases of partial refunds, either because LREE are being perceived as insincere or as genuine expressions of concern. The results of two experiments show that LREE positively influence brand trust through higher perceived empathy and perceived complaint handling quality. However, the expected negative effect is not found, as LREE are more effective in a low versus high compensation condition. The effectiveness itself is not influenced by the acceptance of blame when a partial refund is offered.
{"title":"The Impact of Employee Empathy on Brand Trust in Organizational Complaint Response Emails: A Closer Look at Linguistic Realization","authors":"Rebecca Van Herck, S. Decock, Bernard De Clerck, L. Hudders","doi":"10.1177/23294884211032316","DOIUrl":"https://doi.org/10.1177/23294884211032316","url":null,"abstract":"This study investigates the effect of linguistic realizations of employee empathy (LREE) on brand trust in email responses to customer complaints. We explore possible mediating effects of perceived empathy and perceived complaint handling quality and we look into moderation effects of compensation (Study 1) or customer’s acceptance of blame (Study 2). Our aim is to find out if LREE have a negative or positive impact on the customer in cases of partial refunds, either because LREE are being perceived as insincere or as genuine expressions of concern. The results of two experiments show that LREE positively influence brand trust through higher perceived empathy and perceived complaint handling quality. However, the expected negative effect is not found, as LREE are more effective in a low versus high compensation condition. The effectiveness itself is not influenced by the acceptance of blame when a partial refund is offered.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23294884211032316","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48061632","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.1177/23294884211027545
H. Bashir, S. Nangoli, Yunia Musaasizi, Florence Nakajubi, Mellan Basemera, Christine Ayibo
A strategic approach to behavioral change communication streamlines communication processes of a health institution in a crisis setting like COVID-19 pandemic. In such a setting, it is important to focus communication efforts to reach the different audience groups and ensure common understanding and willingness to act by all the groups in order to achieve the institution’s mission of curbing the pandemic. This study contributes to these efforts by examining the mediating effect of interaction resonance in the relationship between information adequacy and strategic behavioral change communication. The study adopted a cross sectional survey design that involved collecting quantitative data from 223 health organizations of Uganda’s health sector in the different regions of the country. In order to test the study hypotheses, the study used Structural Equation Modeling of AMOS and the bootstrapping approach to test the mediating role of interaction resonance. The results revealed that interaction resonance fully mediates in the relationship between information adequacy and strategic behavioral change communication. This implied that having adequate information per say, does not cause behavioral change among the intended message recipients but requires a communication system that enables high quality interactions.
{"title":"Information Adequacy and Strategic Behavioral Change Communication as a Pandemic Management Tool: The Mediating Role of Interaction Resonance","authors":"H. Bashir, S. Nangoli, Yunia Musaasizi, Florence Nakajubi, Mellan Basemera, Christine Ayibo","doi":"10.1177/23294884211027545","DOIUrl":"https://doi.org/10.1177/23294884211027545","url":null,"abstract":"A strategic approach to behavioral change communication streamlines communication processes of a health institution in a crisis setting like COVID-19 pandemic. In such a setting, it is important to focus communication efforts to reach the different audience groups and ensure common understanding and willingness to act by all the groups in order to achieve the institution’s mission of curbing the pandemic. This study contributes to these efforts by examining the mediating effect of interaction resonance in the relationship between information adequacy and strategic behavioral change communication. The study adopted a cross sectional survey design that involved collecting quantitative data from 223 health organizations of Uganda’s health sector in the different regions of the country. In order to test the study hypotheses, the study used Structural Equation Modeling of AMOS and the bootstrapping approach to test the mediating role of interaction resonance. The results revealed that interaction resonance fully mediates in the relationship between information adequacy and strategic behavioral change communication. This implied that having adequate information per say, does not cause behavioral change among the intended message recipients but requires a communication system that enables high quality interactions.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23294884211027545","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41832269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.1177/23294884211008584
T. Batova
Trust is an important component of crisis communication, and social media has been shown a promising avenue for building trust. Yet, mixed findings about how effectively government organizations utilize social media during health crises such as pandemics or infectious disease outbreaks require further research to better understand how trust is created and destroyed. This study investigates the factors that reflect mistrust in the public comments to the CDC tweets about mask-wearing during the 3 months after the first reported case of COVID19 in the U.S. The findings show that multiple factors representing mistrust were present in the public comments. What is more, the feeling of anger was growing in the comments as the health crisis progressed, which also could have been trust-damaging.
{"title":"To Wear or Not to Wear: A Commentary on Mistrust in Public Comments to CDC Tweets about Mask-Wearing during COVID19","authors":"T. Batova","doi":"10.1177/23294884211008584","DOIUrl":"https://doi.org/10.1177/23294884211008584","url":null,"abstract":"Trust is an important component of crisis communication, and social media has been shown a promising avenue for building trust. Yet, mixed findings about how effectively government organizations utilize social media during health crises such as pandemics or infectious disease outbreaks require further research to better understand how trust is created and destroyed. This study investigates the factors that reflect mistrust in the public comments to the CDC tweets about mask-wearing during the 3 months after the first reported case of COVID19 in the U.S. The findings show that multiple factors representing mistrust were present in the public comments. What is more, the feeling of anger was growing in the comments as the health crisis progressed, which also could have been trust-damaging.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23294884211008584","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42254445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-22DOI: 10.1177/23294884211023966
M. Matsunaga
Digital transformation provokes a great deal of uncertainty among employees. To gain insights into how employees manage the uncertainty driven by digital transformation and also how leaders can support them, this study has drawn on the theory of communication and uncertainty management (TCUM), which posits that the impact of uncertainty varies by how individuals appraise it and social support enhances positive appraisal. Based on those tenets, the current study advanced the following hypotheses: (a) uncertainty has direct and indirect negative effects on employees’ appraisal of digital transformation, self-efficacy, and job performance; (b) in contrast, direct supervisors’ transformational leadership has direct and indirect positive effects on appraisal, self-efficacy, and job performance; and also (c) transformational leadership moderates the impact of uncertainty. SEM with 4-wave time-separated data ( N = 873 employee-supervisor dyads in Japan) found support for these hypotheses. The obtained findings are discussed with reference to TCUM, transformational leadership, and other relevant literature.
{"title":"Testing the Theory of Communication and Uncertainty Management in the Context of Digital Transformation with Transformational Leadership as a Moderator","authors":"M. Matsunaga","doi":"10.1177/23294884211023966","DOIUrl":"https://doi.org/10.1177/23294884211023966","url":null,"abstract":"Digital transformation provokes a great deal of uncertainty among employees. To gain insights into how employees manage the uncertainty driven by digital transformation and also how leaders can support them, this study has drawn on the theory of communication and uncertainty management (TCUM), which posits that the impact of uncertainty varies by how individuals appraise it and social support enhances positive appraisal. Based on those tenets, the current study advanced the following hypotheses: (a) uncertainty has direct and indirect negative effects on employees’ appraisal of digital transformation, self-efficacy, and job performance; (b) in contrast, direct supervisors’ transformational leadership has direct and indirect positive effects on appraisal, self-efficacy, and job performance; and also (c) transformational leadership moderates the impact of uncertainty. SEM with 4-wave time-separated data ( N = 873 employee-supervisor dyads in Japan) found support for these hypotheses. The obtained findings are discussed with reference to TCUM, transformational leadership, and other relevant literature.","PeriodicalId":45593,"journal":{"name":"International Journal of Business Communication","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2021-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23294884211023966","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43365889","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"经济学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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