IPR Announces the Appointment of Gary Grates, Principal, W2O Group, as Director of Organizational Communication Research Center

Gainesville, Fla. – Gary Grates, Principal at W20 Group, has been appointed Director of the IPR Organizational Communication Research Center (OCRC). Grates is a renowned leader in change management communications, employee engagement and corporate strategy execution. A counselor and strategist to global corporations, he is a frequent lecturer and author on issues confronting leadership and […]

Managing Difficult Workplace Conversations: Goals, Strategies, and Outcomes.

Author(s), Title and Publication: Bradley, G. L., & Campbell, A. C. (2016). Managing difficult workplace conversations: Goals, strategies, and outcomes. International Journal of Business Communication, 53(4), 443-464. Summary In workplace, difficult conversations, such as “sensitive” topics and transmission or receipt of “bad news” are inevitable, especially in the occasions of employee performance evaluation and management, […]

Workplace Emotion and Communication: Supervisor Nonverbal Immediacy, Employees’ Emotion Experience, and Their Communication Motives.

Author(s), Title and Publication: Jia, M., Cheng, J., & Hale, C. L. (2017). Workplace emotion and communication: Supervisor nonverbal immediacy, employees’ emotion experience, and their communication motives. Management Communication Quarterly, 31(1), 69-87. Summary Employee emotions are an essential component of a holistic ecosystem of organizational behavior, playing a powerful role in building and maintaining relationships, […]

A Talent Management Ecosystem That Works: From Personalizing to Contextualizing

A new study by the Plank Center for Leadership in Public Relations and the Institute for Public Relations revealed three things about millennial communication professionals (MCPs). First, sharp perceptual gaps exist between MCPs and their managers regarding MCPs’ generational attributes, workplace values, engagement, leadership capabilities, and recruitment and retention drivers. Second, some differences (e.g., millennials’ […]

Predicting Employee Dissent Expression in Organizations: A Cost and Benefit Approach.

Author(s), Title and Publication Zhan, M., & Hample, D. (2016). Predicting employee dissent expression in organizations: A cost and benefit approach. Management Communication Quarterly, DOI: 10.1177/0893318916635752. Summary Employee dissent is understood as resulting from unsatisfying organizational states. Dissatisfaction can be felt but not expressed; dissent is the actual performance of disagreement with immediate circumstances. Constructive […]

The Message Design Logics of Organizational Change

Author(s), Title and Publication: Barbour, J. B., Jacocks, C. W., & Wesner, K. J. (2013). The message design logics of organizational change. Communication Monographs, 80(3), 354-378. Summary Stakeholder communication is vitally important to planned organizational change, because organizational change inherently involves stakeholders’ participation, such as rejection, acceptance, and support. As a result, the outcome of […]

On Changing Organizational Cultures by Injecting New Ideologies: The Power of Stories.

Author(s), Title and Publication: Wines, W. A., & Hamilton III, J. B. (2009). On changing organizational cultures by injecting new ideologies: The power of stories. Journal of Business Ethics, 89(3), 433-447. Summary Organization culture is an organization’s invisible, intangible, yet most powerful force. Occasionally, organizations will need to initiate a change of organization culture, at […]

First Steps: Linking Change Communication to Change Receptivity

Author(s), Title and Publication: Frahm, J., & Brown, K. (2007). First steps: Linking change communication to change receptivity. Journal of Organizational Change Management, 20(3), 370-387. Summary Employees’ receptivity to organizational change is an emerging and significant issue for those involved in creating successful change implementation strategies. Traditionally, organizational communication is considered an instrument for implementing […]

Employees’ Emotions in Change: Advancing the Sensemaking Approach

Author(s), Title and Publication Helpap, S. & Bekmeier-Feuerhahn, S. (2016). Employees’ emotions in change: advancing the sensemaking approach. Journal of Organizational Change Management, DOI: 10.1108/JOCM-05-2016-0088 Summary The introduction of change can cause a variety of different emotional reactions among affected employees. Some employees might feel anxious, frightened or frustrated, whereas others feel hopeful and pleasant. […]

The Effects of Leader Motivating Language Use on Employee Decision Making

Author(s), Title and Publication: Mayfield, M., & Mayfield, J. (2016). The effects of leader motivating language use on employee decision making. International Journal of Business Communication, 53(4), 465-484. Summary Quality employee decision-making that advances organizational objectives is a key element in an organization’s ability to make the rapid, flexible, organizational responses that are necessary for […]

The Interplay Among Organizational Leadership, Culture, and Communication

Author(s), Title and Publication: Men, L. R., & Jiang, H. (2016). Cultivating quality employee-organization relationships: The interplay among organizational leadership, culture, and communication. International Journal of Strategic Communication, 10(5), 462 – 479. Summary Positive employee-organization relationship (EOR) is an important intangible asset for organizations, which influences external stakeholders’ perception and drives business performance. Considering the […]

Internal Communication and Prosocial Service Behaviors of Front-Line Employees: Investigating Mediating Mechanisms

Author(s), Title and Publication: Malhotra, N., & Ackfeldt, A. (2016). Internal communication and prosocial service behaviors of front-line employees: Investigating mediating mechanisms. Journal of Business Research, 69(10), 4132 – 4139. Summary Prosocial service behaviors (PSBs) are helpful behaviors of front-line employees (FLEs) directed towards the organization or other individuals. Especially towards co-workers and customers, PSBs […]