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The oil industry transports crude oil via rail due to increasing demand. Though convenient, this can be dangerous, as many railways travel through populated regions, placing individuals in close range at risk of danger and death during a train derailment. In 2013, the deadliest rail disaster to happen in Canada in 140 years occurred when a Montreal, Maine & Atlantic (MMA) train carrying 7.7 ml of petroleum crude oil broke loose in Nantes, Quebec, and traveled towards Lac-Mégantic, Quebec. The train derailed and exploded in the city's center, instantly killed 47 people, destroyed downtown, and forced the evacuation of over 2000 residents. The disaster prompted safety and criminal investigations, and litigation for personal, economic, and ecological reparations. This study uses dialectical tensions of strategic communication decision-making to examine the crisis and post-crisis stages of the event to determine how the tensions of organizational responsibility and emotional connection intersected during the crisis. Further, the impact of the crisis at an industry level and the resulting industry-wide lessons learned are revealed. Results were twofold: The tensions intersected with one another; and in socially stigmatized industries, organizational learning can occur on an industry-wide level. Tensions intersected when insensitive communication and messages disowning responsibility for the event initially occurred, and also later, when sensitive communication and taking ownership of the event were communicated. Learning occurred via observation, and actions were implemented in similar organizations in direct response of the event. In addition, regulations were created in direct response and implemented in both Canada and the United States. The study offers implications, discusses the complexity of transnational crises, and calls for future study of interacting tensions of strategic communication decision-making in order to understand how inherent tensions in a crisis situation prompt certain organizational responses to crises. [ABSTRACT FROM AUTHOR]

This article explores the issue of health information sharing at work through the lens of Communication Privacy Management theory. As employees must often share some health information at work for various reasons (e.g., to obtain sick leave or accommodations), determining how much to share and how to manage health information is important. The leader-member exchange relationship, stigma, risk perceptions, and the degree of privacy of each individual's health information were investigated. The results show that leader-member exchange, stigma, and privacy contribute to an individual's willingness to disclose health information at work and that leader-member exchange impacts perceptions of risk associated with sharing health information. [ABSTRACT FROM AUTHOR]