Table 1 Overview of the six articles in... | Emerald Publishing

Table 1

Overview of the six articles in this special edition

Article	Key concepts	Research design	Findings
Yeomans and Bowman: Internal crisis communication and the social construction of emotion: university leaders' sensegiving discourse during the COVID-19 pandemic	Sensemaking, emotion and sensegiving	Rhetorical discourse analysis of emails sent to staff	Three core narratives: organisational competence and resilience; empathy, reassurance and recognition; and community and location
Ecklebe and Löffler: A question of quality: perceptions of internal communication during the Covid-19 pandemic in Germany	Quality, employees' needs, ICC and the EOR	A survey with employees and structural equation modelling	The frequency of communication at the beginning and during the pandemic, substantial information, participative communication and a clear rejection of secrecy as antecedents for the EOR
Einweller, Ruppel and Stranzl: Achieving employee support during the COVID-19 pandemic – the role of relational and informational crisis communication in Austrian organisations	Social exchange theory, informational and relational internal communication, cognitive and affective responses and job engagement	A survey with employees and structural equation modelling	Informational and relational communication as have a significant but distinct influence on how employees support their employer during the crisis
Heide and Simonsson: What was that all about? On internal crisis communication and communicative coworkership during a pandemic	Managerialistic and process approaches to ICC, leadership, sensemaking and the role of coworkers	Qualitative case study, including internal document analysis and semi-structured interviews	Internal documents and texts tend to espouse a process approach, while practice tends to be grounded in a managerialistic approach
Neill and Bowen: Ethical listening to employees during a pandemic: new approaches, barriers and lessons	Organisational listening, trust and EOR theory	Thirty in-depth interviews with communication management professionals	Trust can be enhanced through building relationships with employees, ethical listening and closing the feedback loop by communicating how employers are using the feedback received by employees to make a positive change
Chan, Tam and Kim: Effects of organisational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention	Organisational conflict history, inactive/active publics, negative megaphoning and turnover intention	A survey with employees and bivariate and multiple regression analysis	Organisational conflict history (i.e. highly conflict-prone vs less conflict-prone workplaces) interacts with employees' situational perceptions of COVID-19 (i.e. inactive vs active publics) in affecting employees' negative megaphoning and turnover intention towards their organisations

Article	Key concepts	Research design	Findings
Yeomans and Bowman: Internal crisis communication and the social construction of emotion: university leaders' sensegiving discourse during the COVID-19 pandemic	Sensemaking, emotion and sensegiving	Rhetorical discourse analysis of emails sent to staff	Three core narratives: organisational competence and resilience; empathy, reassurance and recognition; and community and location
Ecklebe and Löffler: A question of quality: perceptions of internal communication during the Covid-19 pandemic in Germany	Quality, employees' needs, ICC and the EOR	A survey with employees and structural equation modelling	The frequency of communication at the beginning and during the pandemic, substantial information, participative communication and a clear rejection of secrecy as antecedents for the EOR
Einweller, Ruppel and Stranzl: Achieving employee support during the COVID-19 pandemic – the role of relational and informational crisis communication in Austrian organisations	Social exchange theory, informational and relational internal communication, cognitive and affective responses and job engagement	A survey with employees and structural equation modelling	Informational and relational communication as have a significant but distinct influence on how employees support their employer during the crisis
Heide and Simonsson: What was that all about? On internal crisis communication and communicative coworkership during a pandemic	Managerialistic and process approaches to ICC, leadership, sensemaking and the role of coworkers	Qualitative case study, including internal document analysis and semi-structured interviews	Internal documents and texts tend to espouse a process approach, while practice tends to be grounded in a managerialistic approach
Neill and Bowen: Ethical listening to employees during a pandemic: new approaches, barriers and lessons	Organisational listening, trust and EOR theory	Thirty in-depth interviews with communication management professionals	Trust can be enhanced through building relationships with employees, ethical listening and closing the feedback loop by communicating how employers are using the feedback received by employees to make a positive change
Chan, Tam and Kim: Effects of organisational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention	Organisational conflict history, inactive/active publics, negative megaphoning and turnover intention	A survey with employees and bivariate and multiple regression analysis	Organisational conflict history (i.e. highly conflict-prone vs less conflict-prone workplaces) interacts with employees' situational perceptions of COVID-19 (i.e. inactive vs active publics) in affecting employees' negative megaphoning and turnover intention towards their organisations