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EnglishPurpose of the paper: this study investigates the impact of organization perceived authentic behaviors, employee empowerment and quality of organization-employee relationship on employees’ positive megaphoning during crisis situations, i.e. the voluntary information forwarded regarding organizational accomplishments. Methodology: a survey was administered on 306 current employees who are working full-time in a semiconductor company in Italy (LFoundry, Avezzano, AQ- Italy), where a corporate crisis was ongoing by the time the research was conducted. Results: results suggest that both organizations’ authentic behavior and employee empowerment increased the likelihood of positive megaphoning and reduced intentions of negative megaphoning regarding a corporate crisis. Furthermore, it was found a significant mediation impact of the organization-employee relationship on employee behaviors regarding an organizational crisis. Research limitations: the study is a single organization one, therefore further research is required to confirm findings in different countries and companies. Practical implications: companies should invest on the levers of interpersonal relationships, empowerment and the authenticity of the organization not only because they allow to improve the organizational climate in a moment of ordinary organizational life, but especially because they encourage the employees’ active alliance in the event of crises. In a crisis situation, organizations’ authentic actions are likely to be more powerful than their words, or even individuals’ intrinsic motivation. Originality of the paper: this paper contributes to theory development in the field of internal crisis communication, showing that during crisis situations, organizational effort and perceived organizational authenticity are a better predictor of positive megaphoning than employee empowerment and intrinsic motivation.
Employees as advocates or adversaries during a corporate crisis: the role of perceived authenticity and employee empowerment, 2019.
| Autori: | Mazzei, Alessandra; Kim, Jeong-Nam; Togna, Gianluca; Lee, Yeunjae; Lovari, Alessandro |
| Data di pubblicazione: | 2019 |
| Titolo: | Employees as advocates or adversaries during a corporate crisis: the role of perceived authenticity and employee empowerment |
| Rivista: | |
| Nazione editore: | Italy |
| Editore: | Cueim |
| Volume: | 37 |
| Fascicolo: | 2 |
| Pagina iniziale: | 195 |
| Pagina finale: | 212 |
| Numero di pagine: | 18 |
| Revisione (peer review): | esperti anonimi |
| IF: | senza ISI Impact Factor |
| Rilevanza: | internazionale |
| Lingua: | English |
| Settore Scientifico Disciplinare: | Settore SECS-P/08 - Economia e Gestione delle Imprese |
| Keywords: | internal communication; employee communication behavior; megaphoning; perceived authenticity; empowerment; internal crisis communication |
| Abstract: | Purpose of the paper: this study investigates the impact of organization perceived authentic behaviors, employee empowerment and quality of organization-employee relationship on employees’ positive megaphoning during crisis situations, i.e. the voluntary information forwarded regarding organizational accomplishments. Methodology: a survey was administered on 306 current employees who are working full-time in a semiconductor company in Italy (LFoundry, Avezzano, AQ- Italy), where a corporate crisis was ongoing by the time the research was conducted. Results: results suggest that both organizations’ authentic behavior and employee empowerment increased the likelihood of positive megaphoning and reduced intentions of negative megaphoning regarding a corporate crisis. Furthermore, it was found a significant mediation impact of the organization-employee relationship on employee behaviors regarding an organizational crisis. Research limitations: the study is a single organization one, therefore further research is required to confirm findings in different countries and companies. Practical implications: companies should invest on the levers of interpersonal relationships, empowerment and the authenticity of the organization not only because they allow to improve the organizational climate in a moment of ordinary organizational life, but especially because they encourage the employees’ active alliance in the event of crises. In a crisis situation, organizations’ authentic actions are likely to be more powerful than their words, or even individuals’ intrinsic motivation. Originality of the paper: this paper contributes to theory development in the field of internal crisis communication, showing that during crisis situations, organizational effort and perceived organizational authenticity are a better predictor of positive megaphoning than employee empowerment and intrinsic motivation. |
| Numero degli autori: | 5 |
| Supporto: | A stampa |
| Data di accettazione: | 23-lug-2019 |
| Appare nelle tipologie: | 1.01 Articolo in rivista |
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