Upward Maintenance Tactics in Supervisory Mentoring and Nonmentoring Relationships

Author(s), Title and Publication Tepper, B. J. (1995). Upward maintenance tactics in supervisory mentoring and nonmentoring relationships. Academy of Management Journal, 38(4), 1191-1205. Summary This study examined the communication tactics that junior colleagues use to maintain stable mentoring relationships with their senior colleagues. Data were collected from a survey of 259 employees, with their upward […]

The Relationship Between Organizational Assimilation and Employees’ Upward, Lateral, and Displaced Dissent

Author(s), Title and Publication Goldman, Z., W., & Myers, S. A. (2015). The relationship between organizational assimilation and employees’ upward, lateral, and displaced dissent. Communication Reports, 18(1), 24 – 35. Summary This article reports a study that explored the process by which an individual employee being integrated into the culture of an organization, i.e. organizational […]

Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

Topic: Organizational Change, Internal Activism Authors, Title and Publication Luo, Y., & Jiang, H. (2014). Effective public relations leadership in organizational change: A study of multinationals in Mainland China. Journal of Public Relations Research, 26(2), 134-160. Summary Organizational change is prevalent as organizations try to adapt to a changing environment and jostle for competitive advantage. Employees often […]

Exploring Nonlinearity in Employee Voice: The Effects of Personal Control and Organizational Identification

Topic: Employee Communication Behavior and Upward Communication Author(s), Title and PublicationTangirala, S., & Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51(6), 1189-1203. SummaryThis study investigated the impact of employees’ perceived personal control on their voice. Personal control refers to employees’ perceived autonomy […]

Upward Influence in Contemporary Chinese Organizations: Explicating the Effects of Influence Goal Type and Multiple Goal Importance on Message Reasoning and Politeness.

Topic: Upward Communication and Upward Influence Author(s), Title and PublicationShi, X., & Wilson. S. R. (2010). Upward influence in contemporary Chinese organizations: Explicating the effects of influence goal type and multiple goal importance on message reasoning and politeness. Management Communication Quarterly, 24(4), 579-606. SummaryThis study explored how Chinese employees engage in upward influence with their […]

Failures in Upward Communication in Organizations: Three Possible Culprits

Topic: Trust and Upward Communication Author(s), Title and Publication Roberts, K. H.; & O’Reilly, C. A. III (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17(2), 205-215. Summary This classic study examined the impact of subordinates’ trust in their supervisor, perceptions of the supervisor’s influence over their future, and […]

Making Waves at Work: Perceived Effectiveness and Appropriateness of Organizational Dissent Message

Topic: Organizational Dissent Author(s), Title and Publication Garner, J. T. (2012). Making waves at work: Perceived effectiveness and appropriateness of organizational dissent message. Management Communication Quarterly, 26(2), 224-240. Summary This study examined supervisors’ perceptions of effectiveness and appropriateness of various dissent messages. Participants (364 employees) were asked to recall a conversation with a supervisor or […]

The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

Topic: Upward Communication Author(s), Title and Publication Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 851-875. Summary This article examined how restaurant managers respond to employee voice with three studies. Employee voice includes 1) challenging voice, which is intended to alter or […]

The Feedback-Seeking Personality: Big Five and Feedback-Seeking Behavior

Topic: Upward Communication and Feedback-Seeking Behavior Author(s), Title and Publication Krasman, J. (2010). The Feedback-Seeking Personality: Big Five and Feedback-Seeking Behavior. Journal of Leadership & Organizational Studies, 17(1), 18-32. Summary This study examined the influence of employees’ personalities (i.e., the Big Five) on their feedback-seeking behavior. The Big Five categories of human personality are: neuroticism […]

Personal Reputation: Effects of Upward Communication on Impressions About New Employees

Topic: Personal Reputation, Work Competence and Upward Communication Author(s), Title and Publication Foste, E. A., & Botero, I. C. (2012). Personal Reputation: Effects of Upward Communication on Impressions About New Employees. Management Communication Quarterly, 26(1), 48-73. Summary This study focused on how a new employee’s message content and delivery style in upward communication affected the […]

To speak or not to speak: Predictors of voice propensity

Topic: Employee Voice Author(s), Title and Publication Landau, J. (2009). To speak or not to speak: Predictors of voice propensity. Journal of Organizational Culture, Communication and Conflict, 13(1), 35-54. Summary “Voice” is dissent expressed openly and clearly in a constructive fashion within organizations to people who can influence organizational decisions and actions.  This study investigated […]