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Workplace study during pandemic finds managers should talk less, listen more

For communications professionals, remote work made it harder for them to build trusting new relationships. They, like others, felt isolated, missing critical conversations and small talk.

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Photoo by Vana Ash from Unsplash.com

Workplace communication often took a back seat this past year, as employees and employers rushed to work remotely, struggled with technology barriers and adjusted to physical distancing. But the pandemic has resulted in valuable lessons for communicating on the job, according to a Baylor University study.

During the onset of COVID-19 — along with accompanying layoffs and a recession — “there likely has never been a moment with such demand for ethical listening to employees,” said lead author Marlene S. Neill, Ph.D., associate professor of journalism, public relations and new media at Baylor.

“Ethical listening” was defined by one communication manager as “listening with an open mind and being able to hear the good, the bad and the ugly. Strategic listening is then taking the good and the bad and the ugly and knowing how to use the information.”

For the study, published in the Journal of Communication Management, researchers interviewed 30 communication professionals in the District of Columbia and 13 states in the USA: Arkansas, California, Delaware, Massachusetts, New Hampshire, New York, North Dakota, Ohio, Oklahoma, Pennsylvania, Texas, Virginia and Washington. Interviewees represented technology, financial and legal services, food and beverage, hospitality, energy, health care, trade associations, transportation, higher education and consultants.

The professionals interviewed stressed the importance of protecting confidentiality so employees feel comfortable giving feedback and do not fear retribution.

When COVID-19 hit and workers often no longer shared physical quarters, the use of Zoom soared, whether for large group meetings or one-on-one sessions, researchers noted. And while senior managers valued communication, it became less of a priority as companies made such quick changes as mandated quarantines.

For communications professionals, remote work made it harder for them to build trusting new relationships. They, like others, felt isolated, missing critical conversations and small talk.

“We heard that the pandemic posed challenges in internal communication due to the alienation many employees experienced, and it prompted us to reevaluate the moral responsibility communications holds for keeping employees feeling connected to their teams,” said co-researcher Shannon A. Bowen, Ph.D., professor of journalism and mass communications at the University of South Carolina.

The study shed light on companies’ challenges, how they strove to meet them and how they might use those strategies in the future.

For example, a communication manager for a trade association of the hospitality industry said that its members also are primary stakeholders in their companies.

“There were stakeholders who were saying, ‘I’m going to have to close my doors. Please do something.’ And there’s only so much we can do. It called for a different type of empathetic listening. This is these people’s livelihood. In hospitality, that’s like any business owner, that’s their baby. But it’s not just their baby. It’s a baby that generates income for the employees they deeply care about. It’s not just that it impacts them; it impacts their employees, which is a double cut to the heart.”

Meanwhile, a communication manager in health care encouraged senior leaders to schedule 30-minute “walk-around” sessions — whether masked and in person or via technology.

“Trust has to be built with actions and follow-through, not just words,” Bowen said.

For all the organizations studied, “the desire and follow-through to ethically listen to employees appeared to be a challenge,” Neill said.

Most participants said the ratio of management messaging to employees compared to feedback was lopsided, with far more talking than listening.

“We cannot promise we are going to fix everything,” said a communication manager in the financial services industry. “But we have the mantra if you are asking for feedback, it is critical that you close the loop and say that.”

Communications managers often have limited staff to analyze feedback. They also contend with a lack of communication between departments, especially in larger organizations.

To solve those problems, some communications professionals suggested having a team member to sit in on department meetings and serve as a liaison. One professional in a law firm said she makes it a point to invite the less vocal members to share their thoughts, while another uses on-on-one meetings for them.

“They open up a lot more when it’s just one on one,” she said. “In groups, large groups, they do not speak as freely, because there’s a hierarchy. If the older, more senior people are not saying anything, then the younger less seasoned attorneys more than likely will not say anything.”

Some internal communicators also said that during the pandemic, they saw a need for shorter, more focused meetings, in part to cut down on stress. And one consultant said that more visual communications, such as videos and video conferencing, seemed to help employees feel that they are cared for.

“I’m making sure that I have my eyes trained on the screen on the facial expressions,” said a communication manager for a trade association. “Part of active listening is also looking for visual cues of the reactions of your colleagues.”

Neill said the researchers were encouraged by the heightened level of empathy for the impact of organizational decisions on employees’ lives.

“We recommend that senior leadership and communication professionals seek ways to continue to improve moral sensitivity well after the global pandemic has receded, which can lead to more ethical decision-making,” she said.

BizNews

Structure of online reviews shapes their helpfulness

Reviews that grow increasingly positive are most helpful to readers, while those that turn negative are least helpful. For average-rated products, progressively negative trajectories enhance helpfulness, whereas reviews that start negative and grow positive are least effective.

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A study of nearly 200,000 Amazon reviews shows that the usefulness of online product reviews depends not only on what is said, but on how the information is structured.

The researchers, from the Universities of Cambridge and Queensland, studied Amazon reviews for products ranging from clothing to food to electronics. They found that how the information is organised matters as much as what is said, and that different review structures are more or less helpful, depending on how highly the reviewer has rated the product.

Their results, published in the journal Scientific Reports, could help companies and third-party review platforms design their review pages to prompt the sort of reviews that will be most helpful to potential customers.

For example, a reviewer assessing a laptop might praise its performance and design while criticising its battery life, so how should such information be structured to be most useful to the reader? Should the review begin with criticism and end on a positive note, or start positively before turning to drawbacks?

“Any target of evaluation typically has both positive and negative aspects, which makes crafting evaluative messages challenging,” said co-author Dr Yeun Joon Kim from Cambridge Judge Business School. “The key question is how to structure these elements within a single message. For example, one might present criticism upfront and then move to praise, or instead integrate negative points within an otherwise positive evaluation. Yet research has paid little attention to this structural dimension.

“We wanted to understand whether certain structures are consistently more effective, or whether their effectiveness depends on the performance of the target being evaluated.”

The study was based on 195,675 reviews of 5,487 distinct products, and assessed performance and related factors, and a helpfulness score as measured by reader votes.

The researchers identified nine possible structures of online reviews ranging from Type A reviews that start positive and become more positive as they go along, to Type I reviews that start negatively and become even more negative – with lots of variance in between.

For highly-rated products, reviews that grow increasingly positive are most helpful to readers, while those that turn negative are least helpful. For average-rated products, progressively negative trajectories enhance helpfulness, whereas reviews that start negative and grow positive are least effective. For low-rated products, reviews are judged most helpful when they open constructively before introducing criticism.

“The results are nuanced but very clear,” said co-author Dr Luna Luan from the University of Queensland, who carried out the research while earning her PhD at Cambridge Judge Business School. “Looking at the overall sentiment of reviews does not fully translate into message effectiveness. It is the broader structure of sentiment – how positivity and negativity evolve throughout the review – that shapes how readers interpret online reviews.”

“Our findings have practical implications for how platforms and companies can design review pages in order to elicit the sort of reviews that will be most helpful to readers based on how highly products are rated,” said Kim. “For example, instead of simply asking ‘Write your review here’, the online review form could instead include micro-prompts that guide how reviewers structure feedback in a way recipients find most helpful.”

The researchers found the most commonly used review styles are not necessarily the most helpful to readers. In particular, for average- and low-rated products, the structures that reviewers tend to adopt often differ from those that readers find most useful.

This mismatch likely reflects different underlying motivations. Reviewers are not always writing to maximise usefulness for others, but may instead be expressing their own experiences, frustrations or emotions – especially when evaluating products of moderate or poor quality. As a result, review writing often serves both as information sharing and as a form of self-expression. This helps explain why widely used review styles do not always align with what readers perceive as most informative or helpful.

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Strategies

Online marketers, take note: Online viewers prefer livestreams to recordings

Watching an online performance in real time boosts several aspects of the viewing experience.

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In an era when most TikTok videos are prerecorded, can a band with a new single create a tighter bond with fans by debuting via livestream instead? Can a business do the same when promoting a new product?

New research from the McCombs School of Business at The University of Texas at Austin suggests they could.

Since the pandemic, the livestreaming industry has been booming. The global market is expected to reach $345 billion by 2030, up from $100 billion in 2024. Nearly 30% of internet users watch livestreams at least once a week on social media.

Adrian Ward, associate professor of marketing, is one of them. A few years ago, he was viewing a livestream of a town hall meeting and found himself gripped by a speaker’s comments, feeling as if he were actually in the room. On reflection, he suspected it was the liveness of the event, as much as the speaker, that kept him glued to the screen.

“As we spend more of our time online and on social media, it’s worth asking how we can feel as complete and connected as possible in these spaces,” Ward says.

Live and Let Stream

With Alixandra Barasch of the University of Colorado Boulder and Nofar Duani of the University of Southern California, Ward began to investigate what he calls the “mere liveness effect”: the idea that simply knowing an event is streaming in real time makes a viewer feel more connected to the performer.

The researchers ran five experiments with 3,500 total participants. By manipulating various factors, they compared how, when, and why viewers reacted to watching livestreams versus prerecorded videos online.

In one experiment, participants watched live or recorded videos of their choosing on the platform Twitch. In another, they viewed a performance by the R&B cover band Sunny and the Black Pack, either live on YouTube Live or its recording the next day on YouTube.

In a third, the researchers created their own streaming platform to show participants identical videos, manipulating whether the content appeared to be live or prerecorded.

The experiments provide evidence that watching an online performance in real time boosts several aspects of the viewing experience:

  • Connection. Viewers in one experiment felt 7 percentage points more connected to the performers in the live video. Another experiment showed the effect was even stronger when viewers believed no one else was watching.
  • Enjoyment. In another experiment, viewers enjoyed the live video 5 percentage points more than the prerecorded one.
  • Engagement. Real-time streams carried a “liveness lift.” Viewers chose to continue watching longer, and they were more willing to follow and subscribe to the live streamer’s channels.

A common factor underlying those effects was a heightened sense of presence, Ward says. “When we watch something live, we are psychologically transported there.

“It’s not that there’s actually something different about the video itself. It’s that we know that it’s live right now, and that breaks down barriers between our world and the world on the other side of the screen.”

Lessons for Liveness

One quality weakened the liveness effect: not being able to see a performer’s face. When viewers saw only a musician’s hands, they felt less connected, even though they were watching the same performance.

The findings have implications for marketers, platform developers, and content creators, Ward says. In an age when people increasingly meet their social needs online, going live can benefit streamers by motivating audience engagement.

As a follow-up, he’s working with a graduate student to study whether the liveness effect translates into greater brand trust or sales.

“From influencers to businesses, it’s about the experience of real people seeing other real people live and in the moment,” Ward says. “It makes you feel like you’re sharing something.”

The Liveness Lift: Viewing Live Streams Creates Connection and Enhances Engagement in Amateur Music Performances” is published in The Journal of Marketing.

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Strategies

Renting out your place? Human connection key to a successful holiday rental

Warmth, friendliness and a sense of belonging, or the “homely” side of the experience, strengthen guest loyalty, making them more likely to return to the same host. However, these feelings alone didn’t necessarily make guests more likely to recommend the property to others.

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Striking up a connection with the property host is the factor that drives repeat bookings on holiday accommodation platforms such as Airbnb.

This is according to a new study, carried out by universities in the UK and Iran and published in the February 2026 edition of International Journal of Hospitality Management, that suggested that quality and value of accommodation also play a part in guest satisfaction, but personal connection is key to people deciding to stay again.

The research analyzed hundreds of online guest reviews and conducted in-depth interviews to understand what shapes guests’ evaluations of their stays in what is known as “peer-to-peer accommodation”.

Conducted over six years, the study shows that guests assess their stays using emotional cues such as warmth, atmosphere, and aesthetics; and cognitive cues such as cleanliness, safety, and convenience.

The study found that warmth, friendliness and a sense of belonging, or the “homely” side of the experience, strengthen guest loyalty, making them more likely to return to the same host. However, these feelings alone didn’t necessarily make guests more likely to recommend the property to others.

In contrast, affective and intellectual experiences – the enjoyment and perceived value of the stay – were stronger predictors of recommendations and positive reviews.

The research also examined how the quality of booking websites, such as Airbnb’s platform, influences guest behaviour. Although the website didn’t change how guests felt about the property itself, a well-designed and trustworthy site directly boosted guest loyalty and word-of-mouth.

Co-author Nektarios Tzempelikos, Professor of Marketing at Anglia Ruskin University (ARU), said: “Guests think carefully about both emotional and practical aspects before booking. Hosts who focus only on one side – either charm or functionality – may be missing the bigger picture.

“Platforms like Airbnb thrive when they’re designed for trust. Guests return to sites that are clear, reliable and easy to use. But it’s not just about tech, it’s about people. The most memorable stays come from warmth, authenticity and genuine local connection.

“By encouraging friendly, personal communication between hosts and guests, and balancing smart technology with a human touch, platforms can create experiences that feel less transactional and more meaningful.”

The study was carried out by researchers from Brunel University, University of Bradford, Newcastle University, Anglia Ruskin University and the University of Tehran.

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