Integrating strategic internal communication research with organizational change literature and organizational support theory, this study proposes a theoretical model to understand the influence of symmetrical internal communication on employees’ cognitive and affective experiences and organizational identification in a COVID-19 pandemic-induced change situation. A quantitative online survey was conducted with 490 full-time employees in the United States in mid-April 2020. Results indicate that symmetrical internal communication during organizational change contributes to employees’ perceptions of change communication quality. In addition, symmetrical internal communication, along with perceived quality of change communication, enhances employees’ perceptions of organizational support and positive emotions during organizational change, which in turn leads to stronger organizational identification. Theoretical and practical implications of the findings are discussed.

Purpose: To advance the theoretical understanding of employees' advocacy on social media, this study aims to propose and test an integrative model that incorporates individual and organizational antecedents. Drawing from the relationship management theory in public relations and online behavior literature, the model specifically examines the collective impacts of the social media-related behavioral motivations of individuals and the quality of employee–organization relationship (EOR) on their positive information-sharing intentions about their company on personal social media.Design/methodology/approach: An online survey was conducted with 419 full-time employees in the USA who use social media.Findings: The results of an online survey with full-time employees in the USA showed that the EOR influenced by symmetrical internal communication significantly increases employees' advocacy intentions and social media-related motivations. Considerable and distinct effects of individuals' positive behavioral motivations on social media (i.e. self-enhancement, altruism, enjoyment) on advocacy intentions are also found.Originality/value: This study is among the first attempts to test the value of strategic internal communication and relationship management approach in enhancing employee advocacy on the digital environment, social media and their motives of using such channel for benefiting their company.

Based on a sample of 633 racial minority employees in the United States, the current study examined the effectiveness of diversity-oriented leadership on internal communication and key employee outcomes. Using the normative model of internal communication and organizational justice theory, this study advances the theoretical links among leadership, communication, and organizational justice, and their resulting effects on employee outcomes. The survey results showed that diversity-oriented leadership enhances symmetrical internal communication and racial minority employees’ perceived fairness of the organization, thereby increasing employee engagement and advocative behaviors. Theoretical implications for public relations and internal communication are discussed.

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.

Purpose: From an internal perspective, the purpose of this study is to understand employees' responses to chief executive officer (CEO) activism, a phenomenon wherein a company's CEO expresses his/her own opinions and ideas on controversial sociopolitical issues. Integrating corporate social responsibility (CSR), public relations and leadership literature, this study examines the effects of employees' expectations toward CEOs and transformational CEO leadership on the perceived morality of CEO activism and its attitudinal and behavioral outcomes.Design/methodology/approach: An online survey was conducted with 417 full-time employees in the US whose CEO has been engaging in sociopolitical issues.Findings: The results showed that employees' ethical expectations toward their CEOs and transformational CEO leadership were positively associated with perceived morality of CEO activism, whereas economic expectations toward CEOs had no significant relationship with it. In turn, perceived morality of CEO activism contributed to employees' positive attitudes and supportive behaviors for their CEOs and their companies.Originality/value: This study is among the first attempts to examine the effectiveness of CEO activism from an internal perspective, drawing from CSR, public relations and leadership literature.