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A philosophical and communication shift is needed in river management if we are to meet sustainable development goals and tackle environmental challenges brought about by ongoing anthropogenic and climate change. In some parts of the world, recovery‐enhancement approaches to river management have been adopted, communicated and used for many years. At the heart of these approaches lies an understanding of the biogeomorphic forms, processes and evolutionary trajectories of rivers that differs philosophically from notions of restoration, rewilding or creation of a utopian natural state. Instead, recovery‐enhancement approaches aim to improve the biogeomorphic condition of rivers, recognising that they are dynamic entities and new evolutionary trajectories and novel ecosystems are being created that are now part of the environment. Accepting shifting baselines and moving targets is inherent as boundary conditions (water, sediment and vegetation interactions) continue to be altered under the influence of anthropogenic and climate change, and the impacts of 'unprecedented' wildfires, floods, heatwaves and drought are manifested on the ground. The river management sector has not yet fully adapted to this reality with large amounts of applied science and on‐ground practice still focussed on restoration, re‐engineering and rewilding, words which in themselves produce a false impression of the aims, visions and achievability of river management. Embracing recovery‐enhancement approaches to river management requires a conscious shift in communication strategies and terminology to present more realistic expectations and possibilities for river condition improvement, a responsibility that is incumbent upon us, the scientists and practitioners, who work in the applied science and river management profession. In this Short Communication, I use a case study from eastern Australia to illustrate what biogeomorphic river recovery can look like. I use this to discuss the potential for adoption of a recovery‐enhancement approach to river management more broadly, and call on scientists and practitioners to make a conscious philosophical and communications shift when working in applied science and river management. [ABSTRACT FROM AUTHOR]

Families manage daily conflict through communication and healthy family communication is critical to promoting better family relationships and youth adjustment. Community families without high‐risk factors, such as domestic dispute or clinical problems, are no less affected by the ramifications of poor communication and conflict management. However, there is limited translational research on community families analyzing the changes in parent–adolescent communication quality. This study aimed to test whether a brief 4‐week family conflict intervention improved openness and problems in mother–adolescent (MA) and father–adolescent (DA) communication and whether mothers, fathers, and adolescents experienced the intervention effects differently. A total of 225 community families with adolescents were randomly assigned to either a parent–adolescent treatment condition (PA: n = 75), parent‐only treatment condition (PO: n = 75), or control condition (n = 75). Mother, father, and adolescent reports on parent–adolescent communication were analyzed from pretest through a 3‐year follow‐up assessment, over five waves. ANCOVA results indicated significant intervention effects at posttest for mother‐reported openness in MA communication, youth‐reported openness in DA communication, and father‐reported problems in DA communication, for PA condition. No significant intervention effects were found for PO condition. Exploratory trajectory analysis revealed the necessity of testing both linear and nonlinear models to be able to best illustrate the 3‐year change trajectories of parent–adolescent communication quality. Resulting trajectories revealed interesting variations in longitudinal changes across three intervention conditions. The findings highlight the importance of involving fathers and adolescents in family intervention programs and the necessity of multi‐informant assessment to better clarify the interplay among different family members behind the intervention effects. [ABSTRACT FROM AUTHOR]

Introduction: Oro‐control communication is one of the complications associated with dental extraction and oral surgeries. This case report presents a minimally invasive surgical approach for bone regeneration at the site of oro‐antral communication utilizing a prefabricated computer‐aided design and computer‐aided manufacturing (CAD‐CAM) allogenic bone block. Methods: A 20‐year‐old healthy female, nonsmoker, with a badly destructed upper right first molar was referred for dental implant placement after extraction. Cone beam computerized tomography images revealed the presence of a large bone defect associated with oro‐antral communication with the maxillary sinus and insufficient bone for dental implant placement. A prefabricated CAD‐CAM allogenic bone scaffold was fabricated. After surgical exposure, the scaffold was secured in place and covered with a non‐resorbable membrane. A dental implant was placed after 5 months, and a trephining biopsy was processed for histological evaluation. Results: Closure of the oro‐antral communication was clinically observed. The average width of the alveolar bone was 12 mm, and the average height was 11 mm. Histological analysis at 5‐month intervals showed thin newly formed bone trabeculae encircling remnants of graft material surrounded by osteoid tissue. The newly formed bone percentages were 32 ± 18% and 28 ± 17% volume remained after the biodegradation of the scaffold. Specific immune‐histochemical staining by anti‐vascular epithelial growth factor expression index value was 32.06%. Conclusions: A prefabricated CAD‐CAM scaffold was successfully used to seal a large oro‐antral communication and regenerate sufficient bone to place a dental implant. [ABSTRACT FROM AUTHOR]

The advance of digital technology has made it easier for organizations to connect with their stakeholders and increased the importance of communication departments, which are responsible for managing the knowledge held by the organization. This systematic review aims to explore how organizational communication (OC) and knowledge management (KM) intersect. In this research, a systematic literature review was conducted according to the PRISMA recommendations. The collected data underwent content analysis using open and axial coding. The indicators show that internal communication and knowledge sharing (KS) processes are the most frequently studied areas in relation to the interaction between OC and KM. However, a few studies have explored any other processes, highlighting the need for more research in this area. The few studies that examine the interaction between KM and OC tend to focus solely on KS within companies. However, this study reveals the potential for KS to be applied to the communication and relationships between organizations and their stakeholders. [ABSTRACT FROM AUTHOR]

This study examines the relationship between citizens' satisfaction with government COVID-19 communication and management (SWCCM) and institutional trust. By employing a longitudinal approach, using three-wave panel data from Sweden from 2020 to 2022, the study addresses the current lack of research on the interplay between SWCCM and institutional trust across different stages of a societal crisis like the COVID-19 pandemic. The results show that SWCCM increased slightly over the pandemic period, while trust in institutions slightly decreased. The study also finds that changes in SWCCM predict changes in trust in institutions, suggesting that increased satisfaction with communication and management is associated with increased trust in institutions. Additionally, we find that higher initial levels of SWCCM contribute to a faster decline in trust over time. However, no evidence supports the idea that initial trust in institutions predicts changes in SWCCM. This suggests a unidirectional relationship where SWCCM is a key driver of institutional trust during a crisis. Overall, the study uncovers intriguing dynamics in the relationship between SWCCM and trust over time, and it emphasizes the significance of effective and consistent communication and management in maintaining and boosting public trust during crisis. [ABSTRACT FROM AUTHOR]

In this paper, we examine how Covid‐19 was utilized by the management of a university as a catalyst for ideological change, with the objective of transforming the ethos of a university management school and the role(s) of the academics employed within. Through new modes of working that maintained corporeal distance between university staff, market‐based ideology was mobilized to institute radical and lasting change within the roles of academics and operations of the institution. We focus on a singular case study: "Blue Management School" (BMS, pseudonym), based within an English mid‐tier research university which has historically embraced corporatization more readily than most of its peers. We conducted a qualitative analysis of management email communications and from interviews with nine academics (both current and former employees) who were working at BMS during the time concerned (March 2020 onward). We observe that Covid‐19 posed significant challenges to corporatized universities, and that university managers at BMS sought to address these challenges by undertaking further steps toward corporatization and mobilizing organizational change legitimized by the need to manage the Covid‐19 situation. This included hierarchical forms of accountability, with academics answering for module content to teaching convenors and the management team ("manager academics"). We draw attention to how management communications carried profound effects for the mobilization of ideological change within the institution, during this period. In addition, academic identity was affected, moving away from traditional research and teaching scholars toward revenue‐generating customer service workers, facilitating a power shift away from academics and further toward managers. [ABSTRACT FROM AUTHOR]

The main objective of this study was to identify editorial practices related to time management in Spanish Communication journals and determine whether their time management is homogeneous, as well as to evaluate which journals are more agile, discover the differences between general and special issues, and identify practices that could streamline the publication process. To this end, we worked with an exploratory‐type methodology focused on content analysis. The sample analysed included 1,581 articles published in 2021 by the 62 Communication journals included in the Índice Dialnet de Revistas (IDR) 2020, differentiating between those published in general and special issues, with the aim of focusing attention on the time elapsed from when journals receive articles until their final publication. The results reveal little homogeneity in policies regarding information on dates and confirms average times of more than 6 months for the duration of the process, with the publication process for special issues being more agile. The strength of this work lies in the demonstration of the need to work on common policies that enable the publication process to be streamlined while accelerating the availability of research results for the benefit of academia as well as society. [ABSTRACT FROM AUTHOR]

In underground environments, survey elements such as survey points and observations provide the information required to define legal boundaries. These elements are also used to connect underground legal spaces to a geodetic survey network. Due to the issues of current 2D approaches for managing underground cadastral data, prominent 3D data models have been extended to support underground land administration. However, previous studies mostly focused on defining underground legal spaces and boundaries, with less emphasis on survey elements. This research aims to extend CityGML to support underground cadastral survey data. The proposed extension is based on the survey elements elicited from underground cadastral plans, which is then implemented for an underground case study area in Melbourne, Australia. This extension integrates underground survey data with legal and physical data in a 3D digital environment and provides an improved representation of survey elements, facilitating the management and communication of underground cadastral survey data. [ABSTRACT FROM AUTHOR]

Digital transformation has become a research focus in recent years. Likewise, internal communication (IC) is one of the fastest‐growing specialisations in public relations and communication management. This research explores digital internal communication (DIC) at the nexus between digital transformation and IC. We provide an integrative review of the literature; our thematic analysis of selected journal articles and other scholarly texts is guided by the concept of organisations as socio‐technical systems. Furthermore, we create a template using NVivo software to organise the emerging themes and clusters following the logic of communication levels. This template allows us to explain the phenomenon of DIC in a socio‐technical organisational system and discuss how the emerging themes are interrelated, people‐focused, and linked to competency development and trust‐building. As a contribution to theory, we offer a conceptual model which illustrates the dynamics of DIC as an interplay of socio‐technical elements on three communication levels. This conceptual model can be further developed in scholarly discussions on DIC and by organisations reflecting on their IC use in a digital workplace environment. [ABSTRACT FROM AUTHOR]

As residents living in hazard‐prone areas face on‐going environmental threats, the actions they take to mitigate such risks are likely motivated by various factors. Whereas risk perception has been considered a key determinant of related behavioral responses, little is known about how risk mitigation actions influence subsequent perceived risk. In other words, do actions to prevent or mitigate risk reduce risk perception? This longitudinal study considers the dynamic relationships between risk perception and risk‐mitigating behavior in the context of forest disturbance in north‐central Colorado. Based on panel survey data collected in 2007 and 2018, the results provide a first look at changes in perceived forest risks as they relate to individual and community actions in response to an extensive mountain pine beetle outbreak. Analysis revealed that the perception of direct forest risks (forest fire and falling trees) increased, whereas indirect forest risk perception (concern on broader threats to local community) decreased across the two study phases. Higher individual or community activeness (level of actions) was associated with subsequent reductions in perceived forest fire risk, smaller increases in direct risk perception, and larger decreases in indirect risk perception. These findings contribute insights into the complex risk reappraisal process in forest hazard contexts, with direct implications for risk communication and management strategies. [ABSTRACT FROM AUTHOR]

Device‐to‐Device (D2D) communication is one of the leading technologies which works under the aegis of fifth generation (5G) communication for the Internet of Things in Healthcare. In D2D communication, power control with resource allocation is the most challenging area for the research to make them suitable for IoT devices. In the present work, power control with resource allocation is done by using the Linear pricing game power allocation method. First, a mathematical min‐function based problem is proposed whilst taking the interference, data rate and minimum power requirement as a constraint to ensure the resource and power allocation. In the next phase, a linear pricing game (LPG) method is utilized to propose the LPG power control with resource allocation (L‐PaRAG). Mathematical analysis and theorem ensure the minimum cost function with global stability for an optimal solution of the proposed problem. Numerical analysis and results show that the proposed algorithm gives the best results for power control and resource management whilst managing the interference to maintain the quality of services (QoS) in D2D communication. Optimized power can be utilized for the communication between the base station and D2D users, especially, during disaster management. [ABSTRACT FROM AUTHOR]

The present study examines the discourse of the then Greek Prime Minister, Alexis Tsipras, following the 2018 July wildfire disaster in the Eastern Attica suburbs including Mati to reveal the frames employed by the main protagonist utilizing existing framing models while also incorporating the notions of ethic of care and strategic ambiguity. The then government received extensive criticism by the media and political opponents in regard to the management and communication responses of the then Prime Minister. A content analysis was conducted to the statements made by the then Prime Minister. Findings indicate that Tsipras during the initial stages of the crisis acknowledged the extent of crisis while also emphasizing the successful crisis response efforts. Moreover, strategic ambiguity along with low levels of "caring" were important elements of Tsipras' narrative at the initial stage. As the public outrage and criticism intensified, Tsipras incorporated a more caring profile and presented the disaster as a "critical opportunity" by shifting the blame to previous governments and proposing policy changes. [ABSTRACT FROM AUTHOR]

Background: The ward round is an integral part of everyday surgical practice. It is a complex clinical activity that requires both sound clinical management and communication skills. This study reports the results of a consensus-building exercise on the common aspects of the general surgical ward rounds. Methods: The consensus-building committee involving a range of stakeholders from 16 United Kingdom (UK) National Health Service trusts took part in this consensus exercise. The members discussed and suggested a series of statements concerning surgical ward round. An agreement of ≥ 70% among members was regarded as a consensus. Results: Thirty-two members voted on 60 statements. There was a consensus on fifty-nine statements after the first round of voting, and one statement was modified before it reached consensus in the second round. The statements covered nine sections: a preparation phase, team allocation, multidisciplinary approach to the ward round, structure of the round, teaching considerations, confidentiality and privacy, documentation, post-round arrangements, and weekend round. There was a consensus on spending time to prepare for the round, a consultant-led round, involvement of the nursing staff, an MDT round at the beginning and end of the week, a minimum of 5 min allocated to each patient, utilisation of a round checklist, afternoon virtual round, and a clear handover and plan for the weekend. Conclusion: The consensus committee achieved agreement on several aspects concerning the surgical ward rounds in the UK NHS. This should help improve the care of surgical patients in the UK. [ABSTRACT FROM AUTHOR]

The coronavirus pandemic (COVID‐19) had detrimental health and economic impacts on communities across the globe. Consequently, public, profit and nonprofit organizations had to quickly adjust to the new situation and adopt new operating strategies and service delivery mechanisms. This study examines a nonprofit food network in Virginia and the impact of COVID‐19 on food bank services and distribution operations. Guided by the adaptive systems approach, this case study utilizes the Federation of Virginia Food Bank (FVFB) and focuses on operational challenges within the network and the impact of the CARES Act. The data obtained from stakeholder interviews and a survey of local and regional providers suggest communication and adaptive management were crucial in the continuation of network operations. Furthermore, understanding the multifaceted needs of vulnerable individuals, beyond nutrition and food insecurity, is important for nonprofit service partners in a network. The study proposes a conceptual framework for effective operations in a nonprofit network during crisis and highlights the need to create collaborative capacity. [ABSTRACT FROM AUTHOR]

Research Question/Issue: This paper investigates whether the communication between managers and corporate site visitors facilitates managerial learning in improving management forecast accuracy. Research Findings/Insights: Using corporate site visit (CSV) data from 2009 to 2016, we find that the frequency of corporate site visits is positively related to management forecast accuracy. The positive relationship between corporate site visits and forecast accuracy is stronger when visitors have greater expertise and advanced industry knowledge and when firms are visited during a period of high business uncertainty and are subject to high sensitivity to industry shocks. These findings are consistent with the managerial learning hypothesis. Our results are robust to endogeneity concerns and alternative CSV measures. Theoretical/Academic Implications: Previous literature on voluntary disclosure assumes that managers are endowed with a private set of information and decide how much of that to reveal. In this paper, we find that corporate site visits serve as a communication channel through which managers learn from investors. Overall, we provide evidence that private communication is a two‐way channel through which visitors learn useful information from managers and vice versa. Practitioner/Policy Implications: We provide evidence that the private information acquisition process is also a channel of information sharing that increases management forecast accuracy. Our results could be useful to policymakers who may care about the information acquisition cost of investors when evaluating the benefit of corporate site visits. [ABSTRACT FROM AUTHOR]

Nelson called his battle plan for the Battle of Trafalgar "The Nelson Touch." Bold and audacious—like Nelson himself—it relied on another "Nelson Touch" for the officers and men of the British fleet to win the day—his way of creating a powerful synergy between leaders and followers that the French could not hope to overcome. Nelson intuitively understood the importance of both leadership and followership. While he was a brilliant leader who could inspire his followers as only very few can and exceedingly few can emulate Nelson's special traits, many can learn to emulate his behaviors. [ABSTRACT FROM AUTHOR]

Strategy scholars have asserted that a firm's alliance capability provides competitive advantage. As interest in alliance capability has grown, we see two streams of research emerge that address different, but equally important, issues related to this subject: one stream that focuses on how alliance capability develops in firms, and a second stream that investigates what elements specifically constitute a firm's alliance capability. In recent literature, the question of how firms develop alliance capability has received greater attention than the question of what elements actually comprise it; therefore, in this study we address the latter issue in great depth. We do this by building on prior research and on our fieldwork, to conceptualize alliance management capability as a multidimensional construct that comprises three distinct but related aspects or skills to address the following aspects in managing a given individual alliance after it is up and running: coordination, communication, and bonding. We then test our conceptualization in a framework that also links this capability to relevant outcomes at the alliance and firm level. We use survey and secondary data from a large sample of interfirm relationships between software service providers and three major global software vendors. We find general empirical support for our conceptualization of alliance management capability and for its predictive validity in impacting certain alliance outcomes. Copyright © 2009 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The Intercultural Communication Motivation Scale (ICMS) is a tool to assess the intercultural communication motivation of candidates for international assignments. The ICMS performed well in four studies conducted with undergraduate students in New Zealand, the United States, the United Arab Emirates, and Germany. Generally showing a stable fi ve-factor structure, high test-retest correlations, very high Cronbach's alphas, and almost no social desirability bias in self and peer evaluations, the ICMS is sensitive enough to detect test-retest differences. Thus, socially responsible strategic international HR programs can use this scale to reliably evaluate employees and their families for specifi c international locations. © 2009 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Prior research suggests that top management team (TMT) diversity increases strategic innovation. We extended this argument to the case of entering new geographic areas. In addition to exploring the cognitive implications of TMT diversity, as done in prior research, we explored when diversity may lead to the formation of subgroups within TMTs hampering communication and the propensity to enter new geographic areas. We also examined how these positive cognitive and negative social implications change over time as TMT members interact over the years. The hypotheses were tested using ordinal probit analysis and data on 2,159 expansions of 25 companies over a period of more than three decades. Copyright © 2007 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This article details the design and process of ethical and character development at the United States Military Academy at West Point. Based on a series of in-depth interviews coupled with a rigorous analysis of archival data, we challenge the presumption that military character development is a punitive and reactive activity. Rather, our results suggest that West Point uses a deliberate, intimate, and largely developmental approach to fulfill their mission of producing men and women of character who serve in the common defense. In particular, we found that West Point utilizes traditional human resource management functions of recruiting, selection, job rotation, and training to improve their character-development process. In addition to utilizing these traditional human resource functions, West Point also engages in more contemporary and strategic HR practices such as managing communication, promoting organizational learning, organizational design and development, and organizational socialization and culture shaping to enhance the character and integrity of its members. Accordingly, we feel that the West Point character-development approach can be utilized across settings to assist nonmilitary organizations to aspire and reach higher ethical standards. Finally, we argue that in addition to studying the ethics of HR research, scholars can look to understand how organizations can seek ethics through HR research. ©2007 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

We asked two leaders with experience in both military and corporate leadership, Dr. Ervin J. Rokke and Walter F. Ulmer Jr., to describe their perceptions of the differences between these two arenas. Both believe that compared to most corporate entities, the military provides greater opportunities for early leadership, uses participation and feedback to strengthen communications, prioritizes the welfare of subordinates, and emphasizes a foundation of core values.They also note that the transparency of both corporate and military approaches to leadership has led to shared learning and that despite operating in different environments, military and business have much to learn from eachother.©2007 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This paper examines the impact of managers' social capital on managerial performance. Two dimensions of social capital are compared--the structural embeddedness (i.e., configuration) of a manager's network of work relations and the relational embeddedness (i.e., quality) of those relations. Based on a sample of 120 product and sales managers in a Fortune 100 pharmaceutical firm, this paper presents evidence indicating that both elements of social capital influence managerial performance, although in distinct ways: structural embeddedness plays a stronger role in explaining more routine, execution-oriented tasks (managerial sales performance), whereas relational embeddedness plays a stronger role in explaining new, innovation-oriented tasks (managerial performance in product and process innovation). This research considers resource exchanges within firms as key to value creating behaviors and contributes a deeper understanding of how social capital influences productive resource exchanges. [ABSTRACT FROM AUTHOR]

Firms simultaneously face the need to cooperate with and control an alliance partner. To complement the transaction cost perspective's emphasis on the need to control and limit opportunistic behavior, we examine the sources and impact of the cooperation costs incurred in order to work with a partner. We propose that these costs increase with greater joint task complexity and interpartner diversity, and perceptions of equitable behavior affect the perceptions of these costs. Hypotheses derived from the framework are tested in a sample of 231 contractual alliances between architects and general contractors in the Hong Kong construction industry. We find that both cooperation costs and transaction costs affect the level of time and effort a manager expends on an alliance, supporting our fundamental proposition that the costs of cooperation and control are conceptually and empirically distinct. We argue that cooperation costs should be incorporated into studies that compare the choice of alternative partners and alliance structures, as well as among the broader categories of market, hierarchy, and hybrid governance forms. [ABSTRACT FROM AUTHOR]

This study adopts an identity perspective to explore the relationship between human resource (HR) practices and turnover intentions among migrant workers. Informed by HR attribution theory, we propose that the effects of HR practices will be more effective in reducing turnover among migrant workers when these workers have stronger post‐migration place identities and when they experience a sense of justice regarding their work and nonwork environments. Using a three‐way interaction model, we tested these ideas on a sample composed of 1,985 migrant workers in 141 firms in China. The results support the theoretical model. [ABSTRACT FROM AUTHOR]

This article reports on a study of 133 Irish organizations implementing Quality Initiatives (QIs,), focusing particularly on the impact of these initiatives on internal communications processes and the role played by the human resource (HR) function in these changes. The present research describes the communications strategies adopted by Irish organizations implementing quality programs and critically evaluates the role played by the human resource function in the construction and implementation of these strategies. The results also revealed that employees do not perceive the attainment of quality as having fully satisfied their expectations for improved communications. In recent decades, the evolution of modern human resource management philosophy has been guided by the perception that employees are most satisfied and productive when they have some input and control over the work that they perform in the workplace. This description of the evolution and practices of the "soft" variant approach to HRM is at the very least linguistically analogous to the aspirations of the quality movement of recent decades.

Total Quality Management (TQM) is having its day as an approach embraced by practitioners to improve human and technical relationships within organizations. Providing a theoretical framework for their study, the authors look at the relation among concepts of intraorganizational communication, attitudes of organizational commitment and perceptions of organizational support. The role of communication within TQM organizations is defined and clarified through a survey of the existing literature. The study compares two organizations that identify themselves as implementing a TQM approach with one non-TQM organization, a university. This article provides a cautionary tale to even the best of managers who seek to be open and receptive to feedback from employees. The importance of internal marketing in the everyday life of a company, not just in moments of crisis, is emphasized in a recent survey conducted by Yankelovich Partners Inc. The authors used the triangulation method to study employee attitudes to e-mail and e-mail policies at a major university library.

This article explores the nature of organizational communication in the human resource management context. Analysis of the pattern of relationships indicates that while the direct relationship between communication and performance is negative, the role of communication is one of enhancing teamwork, job satisfaction, and commitment. Recent increases in competitive demands placed on industries around the world have forced companies to adopt practices aimed at creating higher involvement and higher performing organizations. A major component of these approaches is to foster increased involvement so that improved quality, improved employee attitudes and increased productivity can be achieved. The focus of this article is to explore from the perspective of the employees, the nature of communication as an element of human resource management (HRM). The traditional rationale of HR managers, in attempting to increase employee involvement, has drawn the link between the number of programs and the level of employee involvement.

The article discusses the changing nature of employer-employee relationships because of economic conditions. The article outlines the background of this change, defines the new relationship, emphasizes the need for understanding, and describes the leadership challenge. The challenge centers on effective communication, employee involvement in decision making and problem solving, the promotion of teamwork, and the professional development of employees. The author suggests that the future success of business is dependent on employee-employer partnerships where employers provide opportunities for employees to take care of themselves.

This article examines the psychological contract and human resource practices as communications relevant to that contract. We argue that employees, at certain times only, systematically analyze their employers' HR practices for meaning vis-a-vis their psychological contract. Judgments about the adequacy with which their psychological contracts are fulfilled result from such systematic analyses, and these judgments have important effects on employee commitment. Practical implications of our analysis are also discussed. [ABSTRACT FROM AUTHOR]

This study of common patterns of communication and behavior in mergers and acquisitions relied on a survey of twenty-one managers and professionals in acquired organizations in three separate mergers or acquisitions (M/A). The survey used focused interviews to construct three cases. Common patterns are identified and a syndrome is specified connecting communication variables with rumor mills, employee turnover, and employee commitment to the new organization. [ABSTRACT FROM AUTHOR]

This paper elaborates and provides empirical support for two different approaches to managing the nexus of headquarters-subsidiary relations in a multinational corporation(MNC). The first approach is that of Differentiated Fit. We show that the extent to which an MNC differentiates the formal structure of its headquarters-subsidiary relations to fit the contexts of its various subsidiaries, the better the performance of the MNC as a whole. The second approach is that of Shared Values. We show that a high degree of shared values among the headquarters and subsidiaries is another approach to governing headquarters-subsidiary relation that enhances the performance of the MNC. We further maintain that differentiated fit and shared values, while being alternatives, are not mutually exclusive ways of effectively managing headquarters-subsidiary relations. Indeed, MNCs that can simultaneously implement these two approaches have the best relative performance. [ABSTRACT FROM AUTHOR]

The objective of this essay is to contribute to a new perspective of strategic management by developing a new theory of organizational knowledge. The article focuses on how managers can understand and guide knowledge development processes in organizations. Our epistemology broadens strategic management to also include the advancement activities of the organization. In addition to discussing development of organizational knowledge, the essay also emphasises fundamental consequences for research methodology. [ABSTRACT FROM AUTHOR]

The article focuses on the value of communication with respect to centralization and delegation. It states that there has been a long debate in management literature concerning the comparative advantages of centralized and decentralized decision making, usually focusing on an organization consisting of a principal and one or more agents. It examines the conditions in which a delegation scheme which doesn't involve communication can replicate the performance of an optimal revelation mechanism. It states that a communication-based centralization scheme always maintains a weak dominance over other arrangements, but that under certain conditions a hierarchal delegation scheme can perform equally well.

The article looks at the various sorts of information used to determine the compensation that is given to managers. The author provides instances in which a superior can use signals as a means of valuing a manager's worth and addresses the moral hazards that this method creates and that are related to private communication. Traditional measures of assessing managers' work performance relied on management forecasts, standards, and bottom-up capital budgeting. The article concludes that auditing a manager's accounts can be used as an alternative to communication.

The article examines participative management control systems by looking at an agency model in which an employee has more information and responsibilities than his/her manager. The welfare effects of allowing the employee to participate in management control and the effects of private information that the employee knows. Several hypothetical cases are presented that illustrate how organizations could manage such situations by giving employees a better means of communicating with their superiors.

The formation of partnerships between firms is becoming an increasingly common way for firms to find and maintain competitive advantage. While the antecedents of partnership formation and the characteristics of the resulting cooperative working relationship have been explored in the literature, an understanding of characteristics associated with partnership success is lacking. Such an understanding is important in reconciling the prescriptions to form partnerships with the reality that a majority of such partnerships do not succeed. We hypothesize that partnership attributes, communication behavior, and conflict resolution techniques are related to indicators of partnership success (satisfaction and sales volume in the relationship). The hypotheses are tested with vertical partnerships between manufacturers and dealers. Results indicate that the primary characteristics of partnership success are: partnership attributes of commitment, coordination, and trust; communication quality and participation; and the conflict resolution technique of joint problem solving. The findings offer insight into how to better manage these relationships to ensure success. [ABSTRACT FROM AUTHOR]

This research is a longitudinal study of 10 newly appointed top managers; the research focuses on understanding (1) their business vision and strategy and (2) how they use formal control systems as levers of strategic change and renewal. The results reported in the paper are based on data collected over a period of approximately 18 months following the appointment of each new manager. Analysis of the data suggests that control systems are important levers used to manage both evolutionary and revolutionary change. In situations of strategic change, control systems are used by top managers to formalize beliefs, set boundaries on acceptable strategic behavior, define and measure critical performance variables, and motivate debate and discussion about strategic uncertainties. In addition to traditional measuring and monitoring functions, control systems are used by top managers to overcome organizational inertia; communicate new strategic agendas; establish implementation timetables and targets; and ensure continuing attention to new strategic initiatives. [ABSTRACT FROM AUTHOR]

The paper presents a systematic approach for early identification and fast response to important trends and events which impact on the firm. Two versions of such an approach are described: a strong signal and a weak signal strategic issue management system. Strategic issue management, which responds to signals in 'real time', is compared to periodic strategic planning, and criteria for choice among the three are proposed. [ABSTRACT FROM AUTHOR]

To maintain these strengths, ASLO leadership will be proactive in working toward solutions that keep the accessibility of publications in our society journals front and center as a key member benefit. ASLO members enjoy discounts on publications and publication fees for our society journals are a bargain in comparison to other journals. The ASLO journals are premiere outlets for our science and rightfully occupy the top rankings among aquatic sciences publications. Already it is clear that the ASLO presidential triumvirate is a team that is in frequent contact and dialog to find the best path forward for ASLO. [Extracted from the article]

To innovate at work is risky as every new endeavour is also error‐prone. Therefore, the way errors are managed in organisations may be related to organisations' innovativeness. We studied error management culture as one important and often overlooked organisational culture factor hypothesised to be related to organisational and individual innovativeness. Error management culture implies that a firm accepts that people make errors and uses “organizational practices related to communicating about errors, to sharing error knowledge, to helping in error situations, and to quickly detecting and handling errors” to deal with errors (Van Dyck, Frese, Baer, & Sonnentag, , p. 1229). Our sample consists of 30 companies with N = 227 employees. To decrease the problem of common method variance, we split the samples within each company into two subsamples: one subsample was used for the measurement of error management culture and the other one for the measure of organisational innovativeness. A multilevel structural equation modelling (MSEM) analysis showed error management culture to be related to organisational and individual innovativeness. Organisational innovativeness was a mediator for the relationship between error management culture and individual innovativeness. A potential implication is that organisations wanting to increase their innovativeness may need to examine their error management culture. [ABSTRACT FROM AUTHOR]

Water utilities face a communications challenge whenever they discuss lead in drinking water. Lessons learned from a major utility regarding its lead service line replacement program provide valuable insights on communicating with the public about lead. [ABSTRACT FROM AUTHOR]

There often exists a gap between the level of creativity aimed for by the company's top managers and the level actually realized. In this article, we draw on Speech Act Theory and the Jakobsonian model of communication to investigate the reasons for this gap. We identify the top managerial as well as organizational conditions that shape and determine the way in which actors interpret information. By means of configuration analysis, we identify eight distinct configurations, which represent stable paths to reach the top managers' intended level of firm creativity. As the main contribution of this paper, we explain the reasons for the distance between the intended firm creativity by the top managers and the actually realized creative solutions by the workforce. This paper makes a further contribution to the interpretive approach in creativity management by highlighting the importance of speech acts. [ABSTRACT FROM AUTHOR]

To perform requirements elicitation and analysis, effective communication and collaboration between stakeholders are necessary. Global Software Development (GSD), where software teams are located in different parts of the world, has become increasingly popular. However, geographical distance, cultural diversity, differences in time zones, and language barriers create difficulties for GSD stakeholders in engaging in effective communication. Taking into consideration the factors involved in GSD, previous research showed that the ways by which requirements are gathered and analyzed for collocated software development cannot be used effectively for GSD. Thus, in this paper, we present a method of requirements elicitation and analysis for GSD. The method consists of 4 stages: (1) data collection; (2) educating stakeholders about GSD issues; (3) post-education assessment; and (4) requirements elicitation and analysis. Past researchers used student groups in a university environment to play the roles of stakeholders in experiments in GSD studies. Likewise, we preliminarily validate our method by applying it to a case study of an online shopping system, where the roles of client, requirements engineer, project analyst, and designers were played by a group of students. [ABSTRACT FROM AUTHOR]

The life-blood of most organizations is knowledge. Too often, the very mechanisms set up to facilitate knowledge flow militate against it. This is because they are instituted in a top-down way, they are cumbersome to manage and the bridges of trust fail to get built. In their thirst for innovation, the tendency is for firms to set up elaborate transmission channels and governance systems. As a result, staff are drowned in a deluge of mundane intranet messages and bewildered by matrix structures, while off-the-wall ideas and mould-breaking insights are routinely missed. Added to this is the challenge of operating across professional, cultural, regional and linguistic boundaries, where ways of sharing knowledge differ markedly, even within the same project team. Drawing upon extensive research with scientists in the ATLAS collaboration (a high-energy particle physics experiment comprising 3,500 scientists from 38 countries), we explore five paradoxes associated with knowledge exchange in global networks. Each paradox leads to a proposition which takes the theory and practice of knowledge management in a fresh direction. We conclude by outlining a number of HRM priorities for international knowledge-intensive organizations. [ABSTRACT FROM AUTHOR]