FORMAL STRUCTURAL CHARACTERISTICS OF ORGANIZATIONS AND SUPERIOR-SUBORDINATE COMMUNICATION

This study attempted to determine the effects of several structural characteristics of organizations (i.e., organizational size, organizational level, and span of control) on subordinates' perceptions of openness in superior-subordinate communication. Data were collected from 15 different organizations and over 800 subordinates. While not accounting for a large amount of variance, results indicate that subordinates in the lowest levels of their organizational hierarchies perceive significantly less openness in superior-subordinate communication than subordinates at the highest levels of their hierarchies. In addition, although not statistically significant, the findings of the investigation suggest that subordinates in very large organizations perceive less openness than subordinates in small organizations. Implications of findings are discussed and recommendations for future research provided.     

PREDICTING ORGANIZATIONAL EFFECTIVENESS FROM COMMUNICATION ACTIVITIES: A MULTIPLE INDICATOR MODEL

This study examines the effects of certain communication variables (member integration, boundary communication, environmental uncertainty, and system autonomy) on organizational effectiveness. While often discussed in the literature, these variables have not been precisely defined. As a result, a multiple indicator model using maximum likelihood estimates for each variable was created. Interviews with managers from 82 different organizations from a variety of industries are used to test the model. The results suggest that member integration and environmental uncertainty, when the latter is mediated by boundary communication, provide an excellent predictor of organizational effectiveness (R= .64). The results are discussed in light of the proposed theory along with implications for future research using intertypical sampling methods and LISREL analysis.     

A Formal Model for the Study of Communication Support Systems

The lack of conceptual frameworks available for integrating research on organizational computer-based communication technologies is documented. An integrated model for studying communication support phenomena in organizations is formalized from a knowledge management perspective using set-theoretic notation. Key constructs for understanding and exploring communication support systems are identified, such as knowledge workers, knowledge management activities, communicate-abilities, and knowledge management episodes. The implications associated with the identification and formalization of each of the foregoing constructs is discussed and further research avenues are explored. The model provides researchers and system developers with a means of studying both human and computer-based knowledge workers in organizations. Two types of communication support systems are defined.     

Team identification more than organizational identification predicts counterproductive work behavior and organizational citizenship behavior and mediates influences of communication climate and perceived external prestige

Organizational identification has been linked to both positive behavior and negative behavior at work. Based on theory and research that suggest that for many organizational behaviors, team identification may be a more important influence than organizational identification, we advance a research model proposing that team identification, more than organizational identification, predicts counterproductive work behavior and organizational citizenship behavior and is the more important mediator of the influence of communication climate (CC) and perceived external prestige (PEP) on these outcomes. This research model was tested in a survey of N = 300 employees of four Italian organizations from different sectors. Results show that team identification, but not organizational identification, predicts counterproductive behavior and citizenship behavior and mediates the influence of CC and PEP. To enhance team identification for sustaining positive voluntary behavior at work, two possible strategies could be considered: improving perceived external prestige and promoting a good communication climate.     

Using diaries to explore the characteristics of work‐related gossip: Methodological considerations from exploratory multimethod research

This paper examines the methodological considerations of diary methods, as used in exploratory multimethod research into the characteristics and function of gossip in nursing and health care organizations. There has, in the past, been a dearth of empirical research into the nature and role of gossip in organizations. Gossip is a disparate phenomenon, difficult to define, conceptually complex and resistant to paradigmatic summing up. However, research agendas are emerging in relation to gossip as both a social phenomenon, and also as an important aspect of organizational communication. This paper contributes to this emerging literature, arguing that diary methods offer a solution to the problems of researching the often private, unseen and unheard worlds of gossip in organizations. It is also argued that diary methods alone are insufficient, and that eclectic, multimethod research designs are necessary in order to manage the challenges associated with capturing and preserving the elusive nature of gossip.     

ACCURACY OF COMMUNICATION FROM AN EXTERNAL PUBLIC TO EMPLOYEES IN A FORMAL ORGANIZATION

As publics of organizations become larger, better organized and more powerful, communication from these publics into organizations becomes essential if the organization is to adapt to this portion of its environment. This article uses Grunig's multisystems theory of organizational communication and McLeod and Chaffee's coorientation paradigm to conceptualize which employees of an organization will achieve the highest level of accuracy with an external public and then uses data from a study of a large business firm to test the conceptualization. Results show that accuracy occurs only when special combinations of conditions are present. The article concludes that organizations cannot leave external communication to the initiative of individual employees but must form a unit to do “systemic” research on the organization's relationship with its environment.     

Bringing the Organization into Organizational Research: An Examination of Academic Research Inside Organizations

One common suggestion for reducing the gap between research and practice is for academics to conduct more of their research in real organizational settings. However, there is considerable skepticism among academics about the willingness of organizations to open their doors to researchers, and among both academics and practitioners about the potential value of doing so. The present study examines how 141 successful academic research projects in real organizations proceeded from start to finish. Our results suggest that organizations may be more open to academic research than is commonly believed, and that most researchers experience few problems with participating organizations. On the other hand, most of the examined projects were not heavily collaborative, and only half of the researchers maintained organizational contact after the research was completed. Based on our findings, we offer suggestions for researchers wishing to do organizational research as well as for their organizational partners.     

So what do you think of the organization? A contextual priming explanation for recruitment Web site characteristics as antecedents of job seekers’ organizational image perceptions

Although job seekers’ organizational image perceptions can influence attraction to recruiting organizations, little is known about how these perceptions are formed or modified. To address this research gap, the authors drew from research in social cognition theory and demonstrated that recruitment Web site characteristics influenced the development and modification of organizational image perceptions via a priming mechanism. Results of two studies showed that having technologically advanced Web site features and depicting racially diverse organizational members served as contextual primers and influenced participants’ organizational image perceptions. Results also revealed that participants’ familiarity with recruiting organizations moderated the effects of these Web site characteristics on several dimensions of organizational image such that effects were weaker for more familiar organizations. These findings suggest that organizations can manage job seekers’ organizational image perceptions through strategic recruitment Web site design; however, such attempts may be tempered by job seekers’ familiarity with the organization.     

A Framework for the Study of Relationships Between Organizational Characteristics and Organizational Innovation

This paper presents a taxonomy of organizational characteristics that was developed as part of a large scale job analysis project conducted for the Department of Labor (DOL). Based on research and theory related to organizations, a hierarchical taxonomy of organizational characteristics was developed with six construct domains at the highest level: organizational structure, leadership, human resources (HR) systems and practices, goals, and organizational values. The taxonomy has been empirically tested using data from over 300 organizations, and a summary of these results is presented. This taxonomy is then used to organize and review research on the relationships between organizational variables and innovation. Implications of the taxonomy for understanding relationships between organizational size, industry type, “high-performance” practices, and innovation are discussed.     

Cultural Transmission in International Organizations Impact of Interpersonal Communication Patterns in Intergroup Contexts

This study examined how organizational cultures are transmitted and maintained through interactions among organizational members across intergroup boundaries. The major hypothesis of interest was that the total number of individuals' out-group communication network links predicts the degree of individual-out-group transmission of work-related values and beliefs. The research design involved a survey of workers in international organizations with bicultural workforces (U.S. and Japanese). A total of 118 responses were submitted to a series of multiple regression analyses. The results provided evidence to support the relationship between communication and cultural transmission. Theoretically, it addressed two issues that have not been dealt with in social influence theories. First, it identified different types of social influence: agreement, accuracy, and congruency derived from the coorientation model. Second, it identified specific conditions under which social influence takes place by examining relational proximity in three different types of networks.     

Organizational Socialization: A Field Study into Socialization Success and Rate

The last decade has witnessed a resurgence of organizational socialization research. However, a critical question has been neglected: Is there a common underlying pattern to organizational socialization? We investigated newcomer learning, job satisfaction and intent to quit as common indicators of socialization, in research with 222 newcomers at two organizations during the crucial post‐entry period. The results support a learning‐dependent model of newcomer adjustment, with learning in specific domains related to improved attitudinal outcomes. Some aspects of organizational socialization were not uniform across the two organizations, suggesting a need for further development of socialization models and greater accounting for this in organizational socialization research.     

Assessing the impact of organizational communication on job satisfaction and job performance

The present paper analyses the impact of organizational communication on job satisfaction and job performance. Data were collected from 380 employees working at different managerial levels in various organizations in India by using Organizational Communication Scale (Roberts & O’Reilly, 1974), Job Satisfaction Survey scale (Spector, 1985), and Job Performance scale (Rodwell, Kienzle & Shadur, 1998). It was found that organizational communication had a significant effect on job satisfaction and job performance of the employees. The analysis further indicated that the employees at different levels perceived job satisfaction differently. Thus, it can be inferred that in Indian organizations, job satisfaction and performance are very much dependent on the communication behavior of the organization.     

THE ICA COMMUNICATION AUDIT AND PERCEIVED COMMUNICATION EFFECTIVENESS CHANGES IN 16 AUDITED ORGANIZATIONS

This study brings to light evidence on the benefits of a methodology for evaluation of organizational communication processes and outcomes—the ICA Communication Audit. The audit procedure was developed and tested by ICA (International Communication Association) Division IV, between 1974–1974. Sixteen field tests of the audit have been conducted from 1974–1977. This study undertook an “after” survey of the 16 audited organizations to determine the degree to which the audit was perceived to improve organizational communication effectiveness as well as overall organizational effectiveness. The findings confirmed the ICA Communication Audit as a valid diagnostic methodology and organization development intervention technique which improved both communication awareness and processes in a majority of audited organizations.     

ACADEMIC RESEARCH INSIDE ORGANIZATIONS: INPUTS, PROCESSES, AND OUTCOMES

Although many opinions have been expressed about the potential merits and pitfalls of conducting academic research inside organizations, empirical research on the question is nearly nonexistent. Consequently, the present study examined the origins, processes, and outcomes of 141 academic research projects that were conducted in (nonacademic) organizations and published in 4 top-tier industria organizational psychology and management journals over a 3-year period. Three outcomes were assessed: implementation of research findings, academic organizational relationship continuation, and research impact (as measured by other-author citations). Results suggested a number of relationships between the way projects began, the relative contributions of organizations and authors to the research process, and eventual outcomes. Suggestions for future research are offered.     

Institutional and Noninstitutional Influences on Information and Communication Technology Adoption and Use Among Nonprofit Organizations

In this study, nonprofit organizations (NPOs) in New Zealand were surveyed to explore influences on adoption and use of information and communication technologies (ICTs). We sought to extend existing research by considering “institutional” influences alongside organizational and environmental features and by examining how institutional forces affect optimal use of ICTs. Findings suggest that NPOs adopting and using ICTs tended to be self‐perceived leaders or those who scanned the environment and emulated leaders and tended to have organizational decisionmakers with the expertise to enable adoption and use. Furthermore, optimal fit of ICTs tended to be spurred by institutional forces if accompanied by self‐perceived leadership and appropriate organizational resources. Implications for practice and theory are explored.     

Introduction to Organizational Psycholinguistics

Journal of Psycholinguistic Research - The paper introduces organizational psycholinguistics as an approach to professional communication i.e., the communication in organizations. The author...     

Unwillingness to communicate and satisfaction in organizational relationships

To examine the relationship between unwillingness to communicate and quality of organizational relationships 200 employees of several organizations completed the Unwillingness to Communicate Scale and the Organizational Communication Relationships subscale of the International Communication Association Audit. Correlations indicated that people who reported increased communication and high reward in communication also reported greater relational satisfaction and greater perceived organizational influence.     

How much weight do organizational personality inferences have on judgments of organizations?

Organizational personality inferences are the human-like attributes individuals ascribe to organizations. Extant research has shown that individuals reliably distinguish organizations on these traits and these inferences influence individuals’ judgments of organizations. Theory of Symbolic Attraction posits that the importance given to organizational personality when forming judgments depends on the needs of the person. This policy capturing study investigated how much weight individuals give to each personality factor when forming organizational judgments and tested propositions that social identity concerns moderate the weight given. Results were also compared to the aggregated effects from extant research. Organizational personality inferences directly affected organizational judgments, some of these effects were moderated by social identity concerns, and the pattern of results were different than past research.     

Affective Influences on Judgments and Behavior in Organizations: An Information Processing Perspective

This article reviews and integrates recent research in experimental social psychology and organizational behavior demonstrating the pervasive influence that affective states or moods have on judgments, decision making, and behavior in organizations. An information processing theory, the Affect Infusion Model (AIM) is described that can account for many of the empirical findings and also provides a promising theoretical base for future research in this area. The article reviews a range of experimental and applied studies consistent with the predictions of this model, demonstrating the role of information processing strategies in moderating affective influences on organizational behavior. Specifically, we discuss the influence of affect on such work-related behaviors as worker motivation, creativity and performance, interpersonal judgments and communication, performance appraisal judgments and selection interviews, organizational spontaneity, employee flexibility and helpfulness, absenteeism, and bargaining and negotiation behaviors. The implications of the information processing approach for understanding the influence of affect on organizational behaviors are discussed, and we argue for the greater integration of affect into contemporary theorizing and research in organizational settings.     

ORGANIZATIONAL CHARACTERISTICS AS PREDICTORS OF PERSONNEL PRACTICES

This study investigated the relationship between organizational context characteristics and personnel practices. The following organizational characteristics were hypothesized to influence personnel practices: industry sector, the pursuit of innovation as a competitive strategy, manufacturing technology, and organizational structure. In addition, organizational size and unionization were examined. Results based upon data obtained from 267 organizations provided support for the general hypothesis that personnel practices vary as a function of organizational characteristics. In addition to interorganizational differences in personnel practices, this study illustrates that large intraorganiza-tional differences exist with respect to the practices used for managerial and hourly employees. Implications and future research needs are described.