How transparent internal communication from ceo, supervisors, and peers leads to employee advocacy
Gespeichert in:
| Autor*in: |
Lee, Yeunjae [verfasserIn] Dong, Enzhu [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Management communication quarterly - Newbury Park, Calif. : Sage Publications, 1987, 37(2023), 4 vom: Nov., Seite 878-912 |
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| Übergeordnetes Werk: |
volume:37 ; year:2023 ; number:4 ; month:11 ; pages:878-912 |
| Links: |
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| DOI / URN: |
10.1177/08933189231153869 |
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| Katalog-ID: |
1866383728 |
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| 982 | |2 26 |1 00 |x DE-206 |b The purpose of this study is to examine the role of transparent internal communication from multiple communication entities within organizations-CEO, supervisors, and peers-in employees' internal and external advocacy, respectively, with a consideration of the two mediators: employee-organization relationship (EOR) and employee empowerment. Results of an online survey with 403 full-time employees in the United States suggested that transparent communication from direct supervisors was positively related to employee advocacy via heightened EOR and empowerment. In addition, positive associations between CEOs' transparent communication and employees' external and internal advocacy via a favorable EOR were found, while transparent peer communication was positively related to employee advocacy through empowerment. Theoretical and practical implications for strategic internal communication are discussed. | ||
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10.1177/08933189231153869 doi (DE-627)1866383728 (DE-599)KXP1866383728 DE-627 ger DE-627 rda eng Lee, Yeunjae verfasserin (DE-588)1156719453 (DE-627)1019657995 (DE-576)50238865X aut How transparent internal communication from ceo, supervisors, and peers leads to employee advocacy Yeunjae Lee and Enzhu Dong 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ransparent communication (dpeaa)DE-206 employee advocacy (dpeaa)DE-206 employee-organization relationship (dpeaa)DE-206 employee empowerment (dpeaa)DE-206 Dong, Enzhu verfasserin (DE-588)1307902219 (DE-627)1868781445 aut Enthalten in Management communication quarterly Newbury Park, Calif. : Sage Publications, 1987 37(2023), 4 vom: Nov., Seite 878-912 Online-Ressource (DE-627)341361348 (DE-600)2068864-7 (DE-576)276557085 1552-6798 nnns volume:37 year:2023 number:4 month:11 pages:878-912 https://journals.sagepub.com/doi/pdf/10.1177/08933189231153869 Verlag lizenzpflichtig https://doi.org/10.1177/08933189231153869 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 37 2023 4 11 878-912 26 01 0206 4393263219 x1z 19-10-23 26 00 DE-206 The purpose of this study is to examine the role of transparent internal communication from multiple communication entities within organizations-CEO, supervisors, and peers-in employees' internal and external advocacy, respectively, with a consideration of the two mediators: employee-organization relationship (EOR) and employee empowerment. Results of an online survey with 403 full-time employees in the United States suggested that transparent communication from direct supervisors was positively related to employee advocacy via heightened EOR and empowerment. In addition, positive associations between CEOs' transparent communication and employees' external and internal advocacy via a favorable EOR were found, while transparent peer communication was positively related to employee advocacy through empowerment. Theoretical and practical implications for strategic internal communication are discussed. |
| spelling |
10.1177/08933189231153869 doi (DE-627)1866383728 (DE-599)KXP1866383728 DE-627 ger DE-627 rda eng Lee, Yeunjae verfasserin (DE-588)1156719453 (DE-627)1019657995 (DE-576)50238865X aut How transparent internal communication from ceo, supervisors, and peers leads to employee advocacy Yeunjae Lee and Enzhu Dong 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ransparent communication (dpeaa)DE-206 employee advocacy (dpeaa)DE-206 employee-organization relationship (dpeaa)DE-206 employee empowerment (dpeaa)DE-206 Dong, Enzhu verfasserin (DE-588)1307902219 (DE-627)1868781445 aut Enthalten in Management communication quarterly Newbury Park, Calif. : Sage Publications, 1987 37(2023), 4 vom: Nov., Seite 878-912 Online-Ressource (DE-627)341361348 (DE-600)2068864-7 (DE-576)276557085 1552-6798 nnns volume:37 year:2023 number:4 month:11 pages:878-912 https://journals.sagepub.com/doi/pdf/10.1177/08933189231153869 Verlag lizenzpflichtig https://doi.org/10.1177/08933189231153869 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 37 2023 4 11 878-912 26 01 0206 4393263219 x1z 19-10-23 26 00 DE-206 The purpose of this study is to examine the role of transparent internal communication from multiple communication entities within organizations-CEO, supervisors, and peers-in employees' internal and external advocacy, respectively, with a consideration of the two mediators: employee-organization relationship (EOR) and employee empowerment. Results of an online survey with 403 full-time employees in the United States suggested that transparent communication from direct supervisors was positively related to employee advocacy via heightened EOR and empowerment. In addition, positive associations between CEOs' transparent communication and employees' external and internal advocacy via a favorable EOR were found, while transparent peer communication was positively related to employee advocacy through empowerment. Theoretical and practical implications for strategic internal communication are discussed. |
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10.1177/08933189231153869 doi (DE-627)1866383728 (DE-599)KXP1866383728 DE-627 ger DE-627 rda eng Lee, Yeunjae verfasserin (DE-588)1156719453 (DE-627)1019657995 (DE-576)50238865X aut How transparent internal communication from ceo, supervisors, and peers leads to employee advocacy Yeunjae Lee and Enzhu Dong 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ransparent communication (dpeaa)DE-206 employee advocacy (dpeaa)DE-206 employee-organization relationship (dpeaa)DE-206 employee empowerment (dpeaa)DE-206 Dong, Enzhu verfasserin (DE-588)1307902219 (DE-627)1868781445 aut Enthalten in Management communication quarterly Newbury Park, Calif. : Sage Publications, 1987 37(2023), 4 vom: Nov., Seite 878-912 Online-Ressource (DE-627)341361348 (DE-600)2068864-7 (DE-576)276557085 1552-6798 nnns volume:37 year:2023 number:4 month:11 pages:878-912 https://journals.sagepub.com/doi/pdf/10.1177/08933189231153869 Verlag lizenzpflichtig https://doi.org/10.1177/08933189231153869 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 37 2023 4 11 878-912 26 01 0206 4393263219 x1z 19-10-23 26 00 DE-206 The purpose of this study is to examine the role of transparent internal communication from multiple communication entities within organizations-CEO, supervisors, and peers-in employees' internal and external advocacy, respectively, with a consideration of the two mediators: employee-organization relationship (EOR) and employee empowerment. Results of an online survey with 403 full-time employees in the United States suggested that transparent communication from direct supervisors was positively related to employee advocacy via heightened EOR and empowerment. In addition, positive associations between CEOs' transparent communication and employees' external and internal advocacy via a favorable EOR were found, while transparent peer communication was positively related to employee advocacy through empowerment. Theoretical and practical implications for strategic internal communication are discussed. |
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26 00 DE-206 The purpose of this study is to examine the role of transparent internal communication from multiple communication entities within organizations-CEO, supervisors, and peers-in employees' internal and external advocacy, respectively, with a consideration of the two mediators: employee-organization relationship (EOR) and employee empowerment. Results of an online survey with 403 full-time employees in the United States suggested that transparent communication from direct supervisors was positively related to employee advocacy via heightened EOR and empowerment. In addition, positive associations between CEOs' transparent communication and employees' external and internal advocacy via a favorable EOR were found, while transparent peer communication was positively related to employee advocacy through empowerment. Theoretical and practical implications for strategic internal communication are discussed How transparent internal communication from ceo, supervisors, and peers leads to employee advocacy Yeunjae Lee and Enzhu Dong ransparent communication (dpeaa)DE-206 employee advocacy (dpeaa)DE-206 employee-organization relationship (dpeaa)DE-206 employee empowerment (dpeaa)DE-206 |
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| title_short |
How transparent internal communication from ceo, supervisors, and peers leads to employee advocacy |
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https://journals.sagepub.com/doi/pdf/10.1177/08933189231153869 https://doi.org/10.1177/08933189231153869 |
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Yeunjae, Lee Lee Yeunjae Lee, Yeunjae Enzhu, Dong Dong Enzhu Dong, Enzhu |
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Yeunjae, Lee Lee Yeunjae Lee, Yeunjae Enzhu, Dong Dong Enzhu Dong, Enzhu |
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Yeunjae, Lee Lee Yeunjae Lee, Yeunjae Enzhu, Dong Dong Enzhu Dong, Enzhu |
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| up_date |
2024-07-04T12:50:00.277Z |
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code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4393263219</subfield><subfield code="y">x1z</subfield><subfield code="z">19-10-23</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">The purpose of this study is to examine the role of transparent internal communication from multiple communication entities within organizations-CEO, supervisors, and peers-in employees' internal and external advocacy, respectively, with a consideration of the two mediators: employee-organization relationship (EOR) and employee empowerment. Results of an online survey with 403 full-time employees in the United States suggested that transparent communication from direct supervisors was positively related to employee advocacy via heightened EOR and empowerment. In addition, positive associations between CEOs' transparent communication and employees' external and internal advocacy via a favorable EOR were found, while transparent peer communication was positively related to employee advocacy through empowerment. Theoretical and practical implications for strategic internal communication are discussed.</subfield></datafield></record></collection>
|
| score |
7.3986044 |