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The researcher-Institutional Review Board (IRB) relationship is a critical element in a faculty member's role in knowledge generation and dissemination. The nature of this relationship has considerable implications for data gathering in the research process, as well as in the mentoring and instruction of graduate and undergraduate students as researchers. This study identifies communicative elements in the researcher-IRB relationship and their impact on researchers' attitudes toward IRBs and compliance with IRB submission processes. Implications of the findings are discussed with respect to scholars' interactions with the regulatory agency, conducting research, and the education and training of students. (Contains 3 tables, 1 figure and 2 notes.)

This study examined the socialization experiences of 85 newly hired managers over a 4-month period. Results indicated partial support for a model proposing a mediating relationship among structured and unstructured socialization contexts, socialization message content, and newcomer adjustment. Performance proficiency message content mediated the impact of fixed and serial tactics on role ambiguity while sequential tactics and trial by fire experiences had a direct effect. Investiture tactics were negatively related to new manager role innovation.

Investigates internal dimensions of the Organizational Identification Questionnaire, performing factorial analytic tests of cross-sectional and longitudinal data. Finds that it is unidimensional across organizations and time, but that only 12 of 25 items contribute meaningfully to the scale, and that these 12 items essentially constitute an affective measure of organizational commitment, not organizational identification as theorized. (SR)

Analyzes and reviews research related to interviewer and applicant questioning processes in the employment interview. Examines (1) constraints and antecedent factors associated with asking questions in the interview; (2) characteristics of interview questions; (3) and the consequences or outcomes of questioning. Discusses pragmatic implications for interview practice. (KEH)

Although supervisors and subordinates must often negotiate to clarify work expectations and role boundaries in organizations, little research has addressed the communicative dimensions of these workplace discussions. Building upon research in integrative negotiation, this study examines the effect of formality and relational tone on three key dimensions: elaboration, directness, and mutual concessions. Using the Critical Incident Technique (Flanagan, 1954), 271 employed undergraduates completed questionnaires involving recalled supervisory negotiation episodes. More formal negotiations were found to involve greater elaboration and concessions, while a personalized relational tone was positively related to directness. Implications of this study and future directions for research are discussed., NEGOTIATION CAN BE defined simply as a 'form of decision making in which two or more parties talk with one another in an effort to resolve their opposing interests' (Pruitt, [...]

Makes three main points in response to their critics. Suggests multiple methodologies are appropriate for the study of almost any communication phenomenon and that organizational assimilation is akin to or encompasses many issues that have been stated as outside its parameters. Identifies with disagreements in the use of several concepts. (SC)

It is generally held that organizations seek to socialize newcomers so that they will conform to prescribed norms and values, perform their roles efficiently, and exhibit commitment to the organization [...]

This study examines the influence of project managers' communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision quality, process commitment, and project quality). Results indicate that team information sharing was perceived as beneficial, but the effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers' communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing. This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager and team-level information-sharing behaviors are modeled simultaneously. [ABSTRACT FROM AUTHOR]

This essay is a response to a growing body of literature that is critical of traditional conceptualizations of organizational socialization (Bullis, 1993; Clair, 1996; Smith & Turner, 1995). First, it examines how these critics have failed to adequately appreciate conceptual distinctions made by contemporary socialization and assimilation researchers. While recognizing that critics have made contributions, we point to problems in their critiques. Finally, we argue that the study of organizational assimilation would be enhanced by the use of multiple research perspectives rather than by evaluating one perspective as more appropriate than another.

Organizational downsizing places many strains on surviving employees. Despite the implicit relationship between changes to communication networks and employee responses, few studies examine downsizing-induced network changes or the impact of these changes on employees This longitudinal investigation examined fluctuations in structural holes within a hospitality company's corporate headquarters resulting from the loss and gain of communication contacts. Building on Burt's treatise on structural holes, we tested a measurement of structural holes and its relationship to layoff survivors' perceptions of organizational chaos and their willingness to participate in planned, postdownsizing changes. Although the downsizing had a modest impact on surviving employees' structural hole experiences overall, the structural hole index was a significant predictor in longitudinal and within time period comparisons of employees' perceptions of chaos and openness to change., Employees face many challenges following a downsizing. Layoff survivors experience the loss of coworkers, friends, supervisors, subordinates, and access to valued organizational resources (Brockner, 1988). The loss or reconfiguring of [...]

Although research on downsizing emphasizes surviving employees' reactions to organizational change, little attention is given to survivors' attempts to meet their information needs. This study of a national insurance company examines employees' information-seeking behaviors prior to and following a permanent reduction in force (RIF). Results indicate that an RIF (a) increases survivors' information deprivation and job insecurity and (b) is associated with the increased use of certain information-seeking strategies and the decreased use of others. In addition, survivors' need for feedback differentially affects their information-seeking efforts. The implications of the research findings and directions for future research are discussed., According to the American Management Association (1996), 28% of a representative sample of major U.S. firms reduced the total number of employees in their domestic workforce during the period of [...]

This study examined contrasting models of the impact of formal and informal structural factors and the communication environment on organizational innovativeness. Specifically, three formal structural variables (decentralization, formalization, and stack resources), two informal structural variables (range and prominence), and two communication environment variables (communication quality and acceptance) are posited to be antecedents of organizational innovativeness. In the traditional model, formal structural impacts are posited to be shaped by informal structure. Conversely, the coexisting model argues that both formal and informal structural variables directly affect the communication environment, which, in turn, shapes perceptions of innovativeness. Data were gathered from self-report questionnaires and network analysis communication logs completed by organizational members (N = 79) of a geographically dispersed government health information agency, the Cancer Information Service (CIS). Tests of the models demonstrate that the coexisting model is clearly superior. These results suggest that the dual role of formal and informal structures needs to be more systematically specified as we focus on innovation in new organizational forms, such as the CIS.

A communication model is developed to guide study and research of the second employment interview from the perspective of both the organization and the applicant. The model is based on the assumption that the linkage between screening and second interviews, and communicative interactions, such as double interacts and talk-time, influence the knowledge and judgements of the participants. The model also assumes that the interviewing process which seeks to ascertain person-organization fit, is shaped by the participants who engage in planning and conversation management to achieve shared goals.

An analysis of student ratings across three mass-communication-related departments at a large Midwestern university is conducted in an attempt to determine the relative influence of structural factors on teaching evaluations in the field of communications. It is found that factors in particular are consistent predictors of student ratings across five subscales assessing the overall quality of the classroom experience for students.

The Netherlands is characterized by extensive national work–life regulations relative to the United States. Yet, Dutch employees do not always take advantage of existing work–life policies. Individual and focus group interviews with employees and managers in three (public and private) Dutch organizations identified how employee and managerial communication contributed to acquired rules concerning work–life policies and the interpretation of allocative and authoritative resources for policy enactment. Analyses revealed differences in employees’ and managers’ resistance to policy, the binds and dilemmas experienced, and the coordination of agreements and actions to complete workloads. There are also differences between public and private contexts in the enactment of national and organizational policies, revealing how national (e.g., gender) and organizational (e.g., concertive control) mechanisms play out in employee and managerial communication that determine the use of work–life policies. [ABSTRACT FROM AUTHOR]

Role negotiation is regarded to be an important way by which an employee role can be enhanced. Situations which lead to employees believing on their capability to negotiate their positions and the results of this perception were investigated. Findings from structured equation studies showed that the communication relationship with their superior is related to the employee's judgment on role negotiation capability. Also, the perceived capability to role negotiate lessened role conflict and enhanced job satisfaction.

Although multiple conceptualizations and measures of newcomer socialization have been offered, most approaches to measuring socialization efforts (a) confound distinctions between multilevel influences and (b) overlook critical communicative aspects (i.e., who-says-what-to-whom-and-how). Advocating for a shift in theory and measurement, this paper reviews three popular approaches in the socialization corpus (i.e., contextual, content, and memorable messages) and then critiques their inattention to the multilevel and communicative nature of socialization processes. This paper concludes with recommendations for future research on the dynamics of newcomer socialization, especially as they occur across multiple levels of analysis. [ABSTRACT FROM AUTHOR]

Purpose – The concept of “communicative leadership” is used in organisations that analyse and develop leaders' communication competence. A scholarly definition of this concept is lacking, and the implications of leaders' communication and the development of communication competence for organisations are rarely discussed. The purpose of this paper is to create a theoretical framework around the concept of “communicative leadership”, which can contribute to future research and development of leaders' communication competence. Design/methodology/approach – Three research questions were addressed: what communicative behaviours are central to leaders? How can “communicative leaders” be characterised? What is a “communicative leader”? Literature from the leadership and communication research fields was reviewed and related to these questions. Findings – Four central communicative behaviours of leaders (i.e. structuring, facilitating, relating, and representing), eight principles of communicative leadership, and a tentative definition are presented. A communicative leader is defined as someone who engages employees in dialogue, actively shares and seeks feedback, practices participative decision making, and is perceived as open and involved. Practical implications – A theoretical foundation to the practice of analysing and developing leaders' communication competence is provided, which is related to employee engagement and organisational performance. Originality/value – Communicative leadership is a concept emerging from organisational needs, articulated by corporate and public organisation leaders. This article links its core constructs to academic quantitative and qualitative research in an integrated framework, which can guide further research and the development of leaders' communication competence. [ABSTRACT FROM AUTHOR]

This article showcases current best practices in quantitative organizational communication research. We emphasize their value in exploring issues of the day and their relation to other research approaches. Materials are presented around four themes: systematic development and validation of measures, including the use of mixed methods; multiple levels of analysis; the study of change and development over time; and relationships among people, units, organizations, and meanings. [ABSTRACT FROM AUTHOR]

Employee upward influence for role changes implicates involvement in decision making,fit, and organizational functioning. Porter; Allen, and Angle's framework is used to explore employee upward influence with supervisors during role change. Tactic selection is hypothesized to vary as a function of role change goals (i.e., magnitude of change and degree of personal and organizational benefit sought) and the quality of the leader-member exchange (LMX). Regression analyses of employee surveys (N = 128) indicate that employee goals (i.e., both personal and organizational) and the magnitude of role change interact to predict employee use of rationality and coalition. Furthermore, LMX and the magnitude of change interact to predict employee rationality, implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

The article discusses a study that focuses on two professional groups who regularly interact with people believed to be dying, who have received specialized training in communicating with the dying and had considerable breadth of experience in this area. It centers on the self-reported behavior of ministers and hospice volunteers in their attempts to create effective communications with persons know to be dying. It provides the three primary styles of caregivers namely avoiding and confronting which they initiate and reacting which is a mirroring strategy where a caregiver tries to respond to the communication initiated by the dying person. Caregivers are advised to be attentive to a patient's emotional state and the caregiver's habitual style of communication.

Presents an analyses on the case of Sadie Wagner, an expatriate who resigned from Food Products Inc. (FPI). Sources of Wagner's expatriate problems; Analyses on Wagner's anticipatory socialization, organizational encounter and role development by Vernon D. Miller of Michigan State of University; Dualities of David M. Boje of New Mexico State University in the FPI story.

Analysis of communication patterns in the face of dying stresses the presence of contradictory and interrelated factors. Issues of contact (involved/uninvolved), feelings (hide/reveal), and the handling of information (exercise control/abdicate control) are discussed as dialectical tensions that need to be assessed from the perspective of multiactor involvement. [ABSTRACT FROM AUTHOR]