Information Seeking Within Organizations

By E. W. Morrison. 2002

257 citations recorded by the source corpus.

Subfields: Communication, Experimental and Cognitive Psychology, Library and Information Sciences

View Paper: https://www.semanticscholar.org/paper/4b852905255b69dd970142804739e878449b9092

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In Communication

In Experimental and Cognitive Psychology

In Library and Information Sciences

Citations in the corpus

Relational Uncertainty and Message Processing in Marriage (2007, background): “Uncertainty is relevant to a variety of communication domains (cf. Brashers, Goldsmith, & Hsieh, 2002; Gudykunst, 1995; Morrison, 2002), but questions about dyadic involvement, in particular, are salient in intimate associations (Knobloch, 2007; Knobloch & Solomon, 1999).”
The Rate and Delay in Overload: An Investigation of Communication Overload and Channel Synchronicity on Identification and Job Satisfaction (2011, background): “Previous studies have found out that, while newcomers are more likely to seek technical and referential information to complete given tasks, established employees often want to acquire relational and political information (Gallagher & Sias, 2009; Morrison, 2002).”
Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change (2018, background): “…in order to exploit learning opportunities (e.g., signaled by quality change communication), prevention focused employees are more likely to seek information in order to reduce their uncertainty (Morrison, 2002), which is more likely to arise when organizational communication is of poor quality.”
When passion fades: disentangling the temporal dynamics of entrepreneurial passion for founding (2016, background): “Several studies hypothesized that feedback-seeking behaviour should lead to a decrease in role ambiguity as it should be instrumental in clarifying role expectations (e.g., Callister et al., 1999; Morrison, 2002).”
Strategic Performance Measurement Systems, Job‐Relevant Information, and Managerial Behavioral Responses—Role Stress and Performance (2007, background): “Assigning clear and specific goals to managers, such as those contained in an SPMS, is associated with both a need for additional information (Morrison 2002) and increased goal commitment (Latham and Locke 1979; Renn 2003).”
Uncertainty During Organizational Change: Types, Consequences, and Management Strategies (2003, background): “The literature on information seeking by new entrants to organizations ( Morrison, 2002; Sias & Wyers, 2001; Teboul, 1994) could be applied to develop insights into information seeking during organizational change.”
A Self-Motives Perspective on Feedback-Seeking Behavior: Linking Organizational Behavior and Social Psychology Research (2007, background): “As reflected in recent reviews of the feedbackseeking literature (Ashford et al. 2003; Morrison 2002), agreement has been reached over the existence of three different motives driving feedback-seeking behavior, namely the instrumental, the ego-based and the image-based motive.”
Do You Know What It Means to Miss New Orleans? Internet Communication, Geographic Community, and Social Capital in Crisis (2007, background): “However, the theory has expanded to include workplace, health, and even media-generated uncertainty through news coverage of traumatic events, such as the terrorist attacks of September 11, 2001 (Boyle et al., 2004; Brashers, Goldsmith, & Hsieh, 2002; Morrison, 2002; Seeger et al., 2002).”
Removing gamification from an enterprise SNS (2012, background): “This is consistent with research that suggests that geographically distant members of an enterprise, far from headquarters, have been observed to use social software systems as a way to learn about its organizational culture and build one’s reputation [7].”
Repatriating knowledge: variables influencing the “transfer” process (2009, background): “…trying to fit in. Organizational socialization refers to the process by which a newcomer understands and acquires the attitudes and behaviors of the existing members of the work group (Van Maanen & Schein, 1979), which is critical to becoming a contributing member to the work unit (Morrison, 2002).”