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Showing papers by "Peter W. Cardon published in 2019"


Journal ArticleDOI
TL;DR: In this paper, the authors examined the role of leadership communication on internal digital platforms and the nature of digital listening by leaders, and a survey of managers showed that in higher emotional capita...
Abstract: This research examined the role of leadership communication on internal digital platforms and the nature of digital listening by leaders. A survey of managers showed that in higher emotional capita...

21 citations


Proceedings ArticleDOI
08 Jan 2019
TL;DR: The research showed that more time spent in synchronous communication channels such as online conferences increased inclusion and satisfaction, and Media Synchronicity Theory (MST) needs to be adjusted to account for different levels of language proficiency.
Abstract: Virtual teams that use integrated communication technologies are ubiquitous in cross-border collaboration. This study explored media use and communication performance in multilingual virtual teams. Based on surveys from 96 virtual teams (with 578 team members), the research showed that more time spent in synchronous communication channels such as online conferences increased inclusion and satisfaction. Team members with lower language proficiency felt less included in synchronous and asynchronous collaboration, whereas team members with higher language proficiency felt less satisfied with asynchronous collaboration. Also, limited language proficiency speakers were significantly less likely to view synchronous tools as helpful for their teams to reach a mutual decision. Our data supports Media Synchronicity Theory (MST) for native and highly proficient English speakers. However, MST needs to be adjusted to account for different levels of language proficiency.

7 citations


Journal ArticleDOI
TL;DR: In this paper, the authors identify potential strategies for hiring underrepresented minority faculty members in business schools, but no known nationwide study of business schools has explored whether these strategies work well.
Abstract: Many scholarly works have identified potential strategies for hiring underrepresented minority faculty members. However, no known nationwide study of business schools has explored whether these var...

3 citations


Journal ArticleDOI
TL;DR: In this article, a survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platform to communicate with employees; leaders that actively communicate with stakeholders via external digital platforms; and an innovation culture.
Abstract: In recent years, scholars, business practitioners and consultants frequently talk about building the networked enterprise. The purpose of this paper is to examine the connections between networked enterprises, organizational legitimacy and organizational performance.,A survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platforms to communicate with employees; leaders who actively communicate with stakeholders via external digital platforms; and an innovation culture. The survey measured the following forms of legitimacy judgments: moral; instrumental; and relational. Altogether, 501 executives and managers were surveyed (207 executives, 147 senior managers and 147 managers) in mid-to-large sized (over 500 employees) companies.,The analyses showed strong statistical significance for nearly all relationships. Internal communication on digital platforms, networked employee communication and an innovation culture all contributed to moral, instrumental and relational legitimacy. Leadership communication on external digital platforms (social media) was not a significant contributor to moral or relational legitimacy but was a significant contributor to instrumental legitimacy. Higher organization legitimacy was correlated with higher profit growth.,Leaders and communicators should prioritize a networked enterprise in several ways. They should actively communicate with employees on internal digital platforms. To be absent on internal digital platforms is a significant missed opportunity by leaders to build organizational legitimacy. Further, leaders and communicators should actively promote networked communication among employees as much as possible. Finally, leaders and communicators should communicate, model and reward an innovation culture.,There are no known scholarly studies that accomplish the following: empirically examine a model of networked enterprises comprised of vertical and horizontal communication and an innovation culture; and make connections between leadership communication on digital platforms in networked enterprises with legitimacy judgments. The large sample of contemporary executives and managers bolsters the strength of the findings.

2 citations