Pa la, V abco á; Hana, U banco á; Zuzana, Pacáko á; Dominika, Kadeřábko á
A icle
Symme ical communica ion: an in a-o ganisa ional
sys em o suppo con lic and c isis esolu ion in
o ganisa ions
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Pa la, V abco á; Hana, U banco á; Zuzana, Pacáko á; Dominika, Kadeřábko á
(2024) : Symme ical communica ion: an in a-o ganisa ional sys em o suppo con lic and c isis
esolu ion in o ganisa ions, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis,
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Symme ical communica ion: an in a-o ganisa ional sys em o
suppo con lic and c isis esolu ion in o ganisa ions
V abco á Pa laa , U banco á Hanab , Pacáko á Zuzanac and Kadeřábko á Dominikaa
aDepa men o economic s a is ics, Facul y o economics, echnical uni e si y o Libe ec, Libe ec, Czech Republic;
bDepa men o Human Resou ces, uni e si y o economics and Managemen , P ague, Czech Republic; cDepa men o
s a is ics, Facul y o economics and Managemen , Czech uni e si y o Li e sciences, P ague, Czech Republic
ABSTRACT
The impo ance o symme ical communica ion om below canno be unde es ima ed,
as i can di e en ia e an o ganiza ion om i s compe i o s, con ibu e o i s sus ainable
success, elimina e con lic s, mi iga e c isis si ua ions, and p omo e openness and
employee engagemen and a posi i e o ganiza ional cul u e wi h he suppo o
symme ical communica ion. The main objec i e is o e alua e he ela ionship be ween
he selec ed iden i ying a iables on he use o selec ed o ms o symme ic
communica ion o con lic esolu ion and se ing s a egic o ganiza ional p ocesses. A
ques ionnai e su ey o Czech o ganiza ions (n1 = 183) was conduc ed, and he da a
ob ained we e e alua ed using hie a chical logis ic eg ession o examine he
ela ionship be ween he applica ion o di e en o ms o g ass oo s communica ion,
o ganiza ional cha ac e is ics, selec ed educa ion, and age managemen ac i i ies along
wi h quali a i e esea ch. The in luence o he size o he o ganiza ion and he amoun
o annual u no e on he use o mos o he obse ed o ms o symme ic
communica ion was demons a ed. Communica ion h ough an human esou ces o ice
is posi i ely co ela ed wi h he size o he o ganiza ion ( ypically wi h mo e han 250
employees).
1. In oduc ion
This pape is one o he ew e o s o add ess he issue o symme ic communica ion o con lic eso-
lu ion in he con ex o selec ed iden i ica ion a iables. Symme ical communica ion, cha ac e ized by
anspa ency, openness, and wo-way dialogues, is inc easingly c ucial in oday’s o ganiza ional landscape
in luenced by emo e wo k and digi al ans o ma ion. Resea ch has shown ha symme ical communi-
ca ion signi ican ly impac s employee engagemen , posi i e communica ion beha io s, and o ganiza-
ional us (Qin & Men, 2023). In a globalised wo k en i onmen , symme ic communica ion is essen ial
o di e en ia e employe s om compe i o s (Pološki Vokić e al., 2023), is a c ucial ac o in o ganisa-
ional success (S acho e al., 2019; Zubai & Siddiqui, 2021), mi iga es c ises (Heide & Simonsson, 2021;
Lee, 2020; Wes e & Hi ka, 2022), and helps employees sha e in o ma ion and knowledge (Falá e al.,
2023), build ela ionships, c ea e meaning in hei wo k, build o ganisa ional cul u e and a posi i e
o ganisa ional clima e, as well as coo dina e he achie emen o o ganisa ional goals (Miquel-Sega a &
Aced, 2018; S e ano ić & Gmi o ić, 2015), which can also con ibu e o highe employee engagemen
(Miquel-Sega a & Aced, 2018; Pološki Vokić e al., 2023; Sie e & Scholz, 2017). Fu he mo e, i is posi-
i ely associa ed wi h job pe o mance; con e sely, poo communica ion can lead o lowe pe o mance
(Bas i & Siam, 2019; Miquel-Sega a & Aced, 2018). Highly mo i a ed and loyal employees a e eady o
mee goals wi h en husiasm and ejoice no only in hei achie emen s bu also in o ganiza ional ones
(S e ano ić & Gmi o ić, 2015; Tkalac Ve čič e al., 2021; Yue e al., 2021), and i acili a es he
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT V abco á Pa la pa la. abco[email p o ec ed] Depa men o economic s a is ics, Facul y o economics, echnical uni e si y o
Libe ec, Vo oněžská 13, Libe ec, 460 01, Czech Republic.
h ps://doi.o g/10.1080/23311975.2024.2421414
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 11 Ma ch 2024
Re ised 7 May 2024
Accep ed 2 Oc obe 2024
KEYWORDS
Bo om-up app oach;
op-down app oach;
eedback; employee
oice; o ganisa ional
cul u e; mode n HR
ends
SUBJECTS
Business, Managemen
and Accoun ing;
Leade ship; S a egic
Managemen
MAnAGeMenT | ReSeARCH ARTICLe
2 V. PAVLA eTAL.
implemen a ion o mode n human esou ces (HR) ends such as co po a e social esponsibili y, in e gen-
e a ional coope a ion o con inuous lea ning ega dless o he age o he employees (Šimpacho á
Pech o á & Šimpach, 2024; Ho ořáko á & Paukne o á, 2023; Saka ina e al., 2022; U banco á & V abco á,
2022). The COVID-19 pandemic has demons a ed he undamen al impac o communica ion on employ-
ees’ psychological well-being and, hus, on hei job pe o mance (Qin & Men, 2023), as well as on hei
willingness o collabo a e, including he s a egic impo ance o business agili y (Re u ska & An lo á, 2022).
I emphasizes lis ening, collabo a ion, and add essing employee conce ns, os e ing a cul u e o
empowe men and mu ual in e es (Lee, 2022). This app oach enhances employee expe iences and o ga-
niza ional iden i ica ion and in luences employee ou comes, a ec i e commi men , and scou ing beha -
io (Lee & Kim, 2021; Sun e al., 2023; Men & Sung, 2022).
In he con ex o digi al ans o ma ion, whe e o ganiza ions a e adap ing o echnological ad ance-
men s, symme ical communica ion emains a co ne s one o e ec i e in e nal communica ion (Wang
e al., 2023). As companies na iga e he complexi ies o digi iza ion and Indus y 4.0, unde s anding he
ole o symme ical communica ion in mi iga ing nega i e impac s and os e ing a o able o ganiza ional
cul u e becomes pa amoun (Bo owski, 2021; S ojano ić e al., 2020). Fo good and quali y in a-o ganiza ional
symme ic communica ion om below, i is impo an o encou age eamwo k (Lee, 2022), which allows
pa icipa ion in common p oblems, bu his is subjec o he size and o ganiza ional and hie a chical s uc-
u e (S e ano ić & Gmi o ić, 2015), and o ganiza ions mus in es signi ican inancial and human esou ces
in de eloping e ec i e communica ion sys ems (Pološki Vokić e al., 2023). F om a human esou ce (HR)
pe spec i e, i is necessa y o manage no only he cul u al ans o ma ion and change in he wo kplace
(Hi ka e al., 2019) b ough abou by mode n communica ion echnologies (Miquel-Sega a & Aced, 2018),
bu also he change in a i ude owa ds communica ion esponsibili y, which should be equally bo ne by
all employees, including op managemen (Dahlman & Heide, 2021; Lee, 2022; Zubai & Siddiqui, 2021).
O ganiza ional leade ship should ensu e a cul u e ha is sa e o open, symme ical communica ion
abou challenges, conce ns, and oppo uni ies (Walke , 2021). Psychological sa e y occu s when employ-
ees eel hey can speak up, sugges ideas, and ask ques ions in hei wo kplace (edmondson, 2018; Joo
e al., 2023), hus e ec i ely es ablishing symme ical communica ion om below o suppo he o e all
unc ioning o he o ganiza ion (Lee, 2022) and p e en con lic si ua ions (Men & Yue, 2019).
The e a e a numbe o s udies ha comp ehensi ely add ess in e nal communica ion om bo h he
op and he bo om, examining how e ec i e communica ion is wi hin an o ganisa ion and how i
a ec s p oduc i i y and o ganisa ional pe o mance (Ob eno ic e al., 2020; Ve čič, 2021), add essing
employee sa is ac ion wi h in e nal communica ion (Thelen, 2021; Ve čič, 2021; Ve čič & Špolja ić, 2020),
c ea ing a posi i e emo ional cul u e (Men & Yue, 2019), add essing gende disc imina ion (Li e al.,
2023), measu ing communica ion e ec i eness in ela ion o imp o ing he communica ion p ocess, e h-
ical issues in in e nal communica ion such as anspa ency, con iden iali y and ai access o in o ma ion
(Thelen & Fo manchuk, 2022; Yue e al., 2019) o p e en ion o cybe h ea s and da a leakage (Alshaikh,
2020); by a ea, in e nal communica ion in science and esea ch (Zemlickienė e al., 2022), s a -ups
(González-C uz e al., 2020), e c., ha e been in es iga ed. To he bes o ou knowledge, no s udy o da e
has analyzed app oaches o se ing symme ic communica ion om below o iden i ying a ious o gani-
za ional a iables such as hei ype, size, majo i y owne ship, u no e , o sec o .
The main objec i e was o e alua e he ela ionship be ween he selec ed iden i ica ion a iables and he
use o selec ed o ms o symme ical g ass oo s communica ion o con lic esolu ion. This esea ch aims o
explo e he ela ionships be ween gene a ional coope a ion, social esponsibili y, and educa ion in he con-
ex o selec ed o ms o symme ic bo om-up communica ion. The manusc ip includes an in oduc ion o
he issue, he heo e ical backg ound o bo om-up communica ion, and i s con ex o in o ma ion anspa -
ency and accoun abili y, ollowed by he esea ch me hodology. The hi d pa consis s o he main esul s
o he quan i a i e esea ch o da a om a ques ionnai e su ey wi hin selec ed Czech o ganiza ions, ol-
lowed by a discussion and a inal summa y o he esul s conce ning he o mula ed main objec i e.
2.Theo e ical backg ound
A holis ic app oach, whe e he alignmen be ween he o ganiza ional cul u e and open dialogue can be
seen, is spo adic, and ew o ganiza ions unde s and he impo ance o his holis ic app oach (Dahlman
COGenT BUSIneSS & MAnAGeMenT 3
& Heide, 2021; Heide & Simonsson, 2021; Zubai & Siddiqui, 2021;). employees a e he op imal sou ce o
in o ma ion o unde s anding o ganiza ional cul u e, and i is ad isable o emphasize how employees
a e ea ed (Almu ai i & S i amesh, 2020; Men & Yue, 2019; Paais e al., 2020; Zubai & Siddiqui, 2021). In
pa icula , his esea ch is unique in explo ing six me hods o symme ic communica ion om below in
he con ex o he iden i ica ion a iables (see Table 1): 1) di ec communica ion wi h managemen ; 2)
communica ion h ough an immedia e supe io ; 3) communica ion ia employee ep esen a i es ( ade
union); 4) communica ion ia an HR o ice ; 5) in a-company complain sys em (e.g. iling a complain ,
e.g. ia email, anonymous mailbox, con ac o m, e c.); and 6) su eys o employee opinion ( eedback),
iews, and a i udes.
Inco po a ing di e se pe spec i es on symme ical communica ion in ol es conside ing c i ical iew-
poin s and s udies om a ied cul u al and indus ial con ex s. (Kang & Sung, 2017) emphasize how
symme ical employee communica ion d i es engagemen and posi i e communica ion beha io s, high-
ligh ing he signi icance o os e ing open dialogues wi hin o ganiza ions (Kang & Sung, 2017; Men &
Sung, 2022) del e in o shaping co po a e cha ac e h ough symme ical communica ion, explo ing how
his communica ion s yle in luences employee-o ganiza ion ela ionships and co po a e epu a ion (Kang
& Sung, 2017).
expanding he discou se, au ho s con ibu e a dynamic pe spec i e on communica i e p ac ices in
online communi ies, conside ing he une en dis ibu ion o knowledge and i s impac on in e ac ions
(Sposa o e al., 2017). (Sposa o e al., 2017) discuss how sha ing economy models can con ibu e o ci -
cula economy s a egies, showcasing he in e sec ion o collabo a i e consump ion and sus ainable
p ac ices (Bi ne e al., 2021). (Bi ne e al., 2021) e iew he supply-side ends d i ing he digi al e o-
lu ion in ag icul u e, o e ing insigh s in o he di e se playe s and challenges in he ag ibusiness sec o
(Hi ka & Ližbe ino á, 2023; K iyan ono, 2019).
Fu he mo e, (K iyan ono, 2019) explo es public ela ions ac i i ies in s a e uni e si ies based on he
excellence Theo y, highligh ing he impo ance o symme ical wo-way communica ion s a egies in
enhancing o ganiza ional openness and engagemen .
2.1. Concep ualising symme ic communica ion om below in an o ganisa ion
G unig and Dozie (G unig & Dozie , 2003) ela e he ollowing cha ac e is ics o symme ical communi-
ca ion: unde s anding, coope a ion, and esponsi eness, including alignmen o o ganiza ional and public
in e es s, which is consis en wi h Mu phy’s (Mu phy, 1991). Symme ic communica ion, along wi h
esponsi e leade ship, has been shown o help cul i a e a posi i e emo ional cul u e (Kang & Sung, 2017;
Men & Yue, 2019), as i in ol es ecip oci y, openness, us , eedback, and all communica ion and in o -
ma ion ac i i ies be ween o ganiza ional membe s (Pološki Vokić e al., 2023; S e ano ić & Gmi o ić,
2015). I encompasses o mal and in o mal communica ion (Qin & Men, 2023; Ve čič e al., 2015) and
Table 1. ypes o symme ic communica ion om below.
ype o communica ion om below Desc ip ion Re e ence
Di ec communica ion wi h managemen
(DiReC )
Mass discussion o p oblems in he p esence o
employees and managemen . Regula
eedback based on spon anei y. open doo
policy
(Zubai & siddiqui, 2021; s e ano ić &
gmi o ić, 2015)
Communica ion h ough immedia e supe io
(suPeR)
se ing up a communica ion audi ( kalac Ve čič e al., 2021)
Communica ion ia employee ep esen a i es
( ade union) ( u)
Helps esol e con lic s be ween employees and
managemen
(Zubai & siddiqui, 2021)
Communica ion ia an HR o ice (HR) Whis leblowing owa ds posi i e esul s and
p omo ing inno a ion in he o ganisa ion
(gilman e al., 2015; Rasheed e al., 2021;
song e al., 2022)
in a-company complain sys em (e.g. iling a
complain , e.g. ia email, anonymous
mailbox, con ac o m, e c.) (CoMPsYs )
wo-way symme ical communica ion based on
ecip oci y and os e ing us
(Qin & Men, 2023; Kang & sung, 2017)
su eys o employee opinion ( eedback), iews
and a i udes (suRVeY)
he need o sha e eedback publicly and
widely. Regula employee educa ion in
su eys
(s e ano ić & gmi o ić, 2015; Rasheed
e al., 2021; Chandani e al., 2016)
sou ce: own elabo a ion.
No e: in he i s column, he abb e ia ions o each ype o communica ion om below is gi en in pa en heses, which a e used la e in he
a icle.
4 V. PAVLA eTAL.
does no simply mean a connec ion ha enables mu ual unde s anding, communica ing he mission,
co e alues and s a egic di ec ion o he o ganiza ion h ough a comp ehensi e and in eg a ed commu-
nica ion ne wo k (Pološki Vokić e al., 2023), bu a key communica ion ne wo k owa ds he e ec i e
unc ioning o he en i e o ganiza ion (San alo a e al., 2019). Two-way symme ic communica ion
emphasizes ecip oci y, employee oice, help ulness, and empowe men and is closely ied o
employee-o ganiza ion us (Kang & Sung, 2017; Qin & Men, 2023). Leade s should communica e sensi-
i ely and lis en o hei employees h ough empa hy and since i y (Dolamo e e al., 2021) and p o ide
spon aneous eedback (Zubai & Siddiqui, 2021). employee eedback me hods (bo om-up) a e summa-
ized in Table 1.
To c ea e symme ical bo om-up communica ion, i is necessa y o c ea e he igh condi ions and a
cul u e o open eedback, which b ings psychological sa e y, which occu s when employees a e no
a aid o speak up, sugges ideas, and ask ques ions in hei wo kplace (edmondson, 2018; Joo e al.,
2023). The esea ch p esen ed in Table 1 (Chandani e al., 2016; Rasheed e al., 2021; Zubai & Siddiqui,
2021) shows ha when o ganiza ions ha e an e ec i e eedback sys em, ei he di ec ly o h ough HR
p o essionals o employee ep esen a i es, o ganiza ions gain he abili y o di ec he s a egic goals o
he o ganiza ion oge he wi h he employees h ough mode n HR ends based on se ing app op ia e
wo king condi ions, s abilizing employees, and add essing any demog aphic c isis conce ning a wo k-
o ce sho age. Psychological sa e y is impo an o unlocking alen and c ea ing alue in o ganiza ions
(Al-Dalahmeh e al., 2020; Meng & Be ge , 2018). Despi e he a en ion paid o his a ea, he an eceden s
o psychological sa e y ha e been unde - esea ched, and he e is a dea h o empi ical s udies ocusing
on his issue. Mos esea ch ocuses on he e ec s o psychological sa e y on employee beha io and
a i udes (Joo e al., 2023).
O ganiza ional us and empowe ing leade ship a e impo an p edic o s o psychological sa e y,
which can p o ide a com o able and sa e wo k en i onmen in which employees can con ibu e, de elop,
lea n, and collabo a e (edmondson, 2018; Joo e al., 2023). Thus, o ganiza ions should ocus on illing
hese gaps, especially psychological sa e y, and build a cul u e o us , suppo i e leade ship, and he
abili y o esol e g oup con lic (Joo e al., 2023); mo eo e . Inspi a ional communica ion, whe e bo om-up
communica ion has an inhe en place, helps employees o he o ganiza ion unde s and s a egic deci-
sions (Lee, 2022), he need o u he de elopmen , and he in oduc ion o inno a i e solu ions o he
ma ke so ha he o ganiza ion can su i e and be compe i i e (Rasheed e al., 2021).
2.2. Symme ical communica ion in he con ex o con lic and c isis managemen
Symme ical in e nal communica ion is bo h a p e equisi e o managing an acu e c isis and a p e equi-
si e o managing a c isis si ua ion (G yzuno a, 2019; Heide & Simonsson, 2021). In ecen yea s, he iew
ha employees play an impo an ole as communica o s in imes o c isis has become inc easingly
common (Heide & Simonsson, 2021). In c isis si ua ions, manage s and communica ion expe s o en
ocus hei a en ion only on con eying in o ma ion o employees om he op down, bu i is impo an
o ecognize ha employees a e also ac i e communica o s be o e, du ing, and a e a c isis, and can
play an impo an ole in ga he ing in o ma ion and in luencing he image o he o ganiza ion (Sande s
e al., 2020). Co-wo ke s wo king close o he co e business and ex e nal s akeholde s o en ha e be e
insigh in o wha is happening on he g ound and can b ing aluable in o ma ion o he o ganiza ion.
The e o e, i is impo an o iew hem no only as passi e ecipien s o in o ma ion bu also as ac i e
communica o s (Heide & Simonsson, 2021; Kim, 2018) and; hus, bo om-up communica ion canno be
unde es ima ed. I is mo e han app op ia e when employees a e no only doe s bu also in o m man-
agemen abou he su ounding e en s so ha manage s can make mo e in o med decisions (Ali e al.,
2021), i is impo an o build in e nal us and iden i ica ion wi h he o ganiza ion. In summa y, cowo k-
e s, as communica o s, a e impo an in c isis managemen (Bhadu i, 2019). Howe e , he ques ion is
whe he in e nal communica ion p ocesses (including bo om-up communica ion wi h managemen ) ac
as ba ie s o ools o enable ac i e and suppo i e communica ion be ween co-wo ke s (Heide &
Simonsson, 2021).
In ou concep , symme ic communica ion om below ep esen s such o ms o communica ion,
including ac ions and beha io , which will lead o an e ec i e esolu ion o he si ua ion, as i applies
COGenT BUSIneSS & MAnAGeMenT 5
knowledge om he ield o eme gency psychology o minimize he impac o he c isis on he indi id-
ual o he whole. Se e al s udies show ha employees p e e o hea news (good o bad) ace- o- ace
om hei immedia e supe iso . This is bo ne ou by esea ch om he In e na ional Associa ion o
Business Communica o s, which ound ha 92% o Ame ican wo ke s anked hei di ec epo s as hei
mos popula sou ce o in o ma ion. Top and middle managemen mus wo k oge he o empowe hei
leade s as key communica o s. Symme ic communica ion can be applied o c isis managemen in he
ollowing a eas:
• Ob aining in o ma ion om employees (Saide & Sheng, 2021; Ve čič & Špolja ić, 2020): employees
can be a aluable sou ce o in o ma ion du ing a c isis si ua ion, as symme ic communica ion om
below allows employees o communica e hei obse a ions, conce ns, and ideas abou he si ua ion,
which can help manage s unde s and he ex en o he c isis mo e quickly and ake app op ia e
ac ion.
• T anspa ency and openness (Lee e al., 2021; Yue e al., 2019): Du ing a c isis, i is c ucial o be
anspa en and open in communica ion wi h employees. This includes egula upda es o employees
abou he si ua ion, including wha he o ganiza ion is doing o add ess he c isis and p o ec
employees.
• employee eedback (Lee & Kim, 2021; Yue e al., 2021): Managemen should ac i ely seek eedback
om employees ega ding he e ec i eness o c isis managemen . employees should be gi en he
oppo uni y o communica e hei imp essions o how he si ua ion was handled and sugges
imp o emen s.
• P ese ing he wo k en i onmen (Wes e & Hi ka, 2022): Symme ical communica ion om below
can help p ese e he wo k en i onmen , e en du ing a c isis si ua ion. employees who eel in o med
and hea d a e mo e likely o be able o main ain calm and p oduc i i y, which is impo an in a c isis
con ex .
• Rapid esponses o p oblems (González-C uz e al., 2020; Sei e -B ockmann e al., 2021): By ac i ely
lis ening o employees, managemen can mo e quickly iden i y needed changes o ind new ways
o sol e p oblems du ing a c isis.
• C ea ing us (Men e al., 2020; Yue e al., 2019): Symme ical communica ion can help build us
be ween managemen and employees. I employees pe cei e ha hei iews a e aken se iously and
ha hey ha e he abili y o in luence he cou se o c isis managemen , hey a e mo e likely o
coope a e and ollow ins uc ions.
Based on he abo e, he me hodological p ocedu e o ou esea ch can be summa ized in Figu e 1
3. Ma e ial and me hods
In o al, 850 Czech o ganiza ions we e con ac ed by e-mail om he ALBeRTInA da abase. In he esea ch
in es iga ion, quali a i e esea ch was used using he ques ionnai e echnique, supplemen ed wi h da a
desc ibing he basic cha ac e is ics o he o ganiza ions ha he esponden ep esen s. The su ey was
ca e ully de eloped o align wi h he e hical guidelines and adhe e o he s ic equi emen s o main-
aining anonymi y. I p ima ily a ge ed indi iduals holding manage ial posi ions wi hin o ganiza ions o
owne s o small businesses. Responden s also included owne s o businesses ha ell in o he ca ego y
o small o ganiza ions. Responden s we e con ac ed ia email. The ini ial con ac was made ia email
in i a ion o pa icipa e in he su ey. To achie e he highes possible esponse a e, eminde emails
we e sen o esponden s wice a e he ini ial con ac .
Pa icipan s explici ly acknowledged hei consen o use hei esponses o e alua e he su ey. The
ques ionnai e su ey was de eloped in s ic compliance wi h he e hical egula ions go e ning esea ch
in he Czech Republic, as ou lined in he e hical F amewo k o Resea ch, Resolu ion o he Go e nmen
o he Czech Republic da ed Augus 17, 2005, and no. 1005, as amended. Quan i a i e da a (n1 = 183)
we e ob ained using a ques ionnai e su ey in Google Fo m, whe e he e u n a e o he ques ionnai e
was app oxima ely 22%. Reliabili y was es ed using a p elimina y su ey (n2 = 10) o de e mine whe he
he ques ions we e unde s andable. While o scale eliabili y a C onbach Alpha alue highe han 0.7
6 V. PAVLA eTAL.
was used. Wi h ega d o esea ch in he ield o human esou ces, whe e i is no always possible o
measu e all indica o s di ec ly, he esea che s u he assessed cons uc alidi y and con en alidi y
wi h ega d o he in-dep h analysis o cu en sou ces. The da a builds on and ex ends he la es
esea ch esul s. The condi ion o a minimum numbe o esponden s in his esea ch (n = 164) was sa -
is ied in acco dance wi h K ejcie and Mo gan (1970). The p ima y iden i ica ion ques ions in he ques-
ionnai e su ey included he ollowing a iables (see Table 2):
The au ho s in ended o ind he ac o s ha in luence he use o di e en o ms o g ass oo s com-
munica ion in companies. The li e a u e has la gely igno ed symme ic bo om-up communica ion me h-
ods in he con ex o he selec ed iden i ying a iables, so selec ed o ganiza ional cha ac e is ics, such as
he size, ype, o ocus (sec o ) o he i m, as well as a iables ela ed o he ac i i ies unde aken by
o ganiza ions in he a eas o gene a ional coope a ion, social esponsibili y p inciples, and scheduled
lea ning, a e included in he model. To his end, wo bina y logis ic eg ession models we e c ea ed wi h
he non-use/use o he selec ed o m o communica ion (YeS/nO) ep esen ing he a ge a iable. The
i s model only conside s he o ganiza ional cha ac e is ics and hen has he ollowing s uc u e o each
o m o communica ion:
ln
P YES
P YES a b Size b Majo i yOwne ship b Se
()
−
()
=++ +
112 3
cc o b AnnualTu no e b Typeo O ganisa ion
++
45
whe e he le -hand side ep esen s he logi and he igh -hand side consis s o linea p edic o s.
Based on he abo e, he ollowing main hypo heses we e es ablished:
H1: The use o di ec communica ion wi h managemen om employees does no depend on he 1a) size o
he o ganiza ion by he numbe o employees, 1b) majo i y owne ship, 1c) sec o , 1d) annual u no e , o 1e)
ype o o ganiza ion.
H2: The use o communica ion h ough an immedia e supe io does no depend on he 2a) size o he o ga-
niza ion by he numbe o employees, 2b) majo i y owne ship, 2c) sec o , 2d) annual u no e , and 2e) ype
o o ganiza ion.
Figu e 1. Me hodology amewo k.
Table 2. o ganisa ions ha pa icipa ed in he esea ch – basic da a.
Cha ac e is ics Ca ego ies
he sec o o he o ganisa ion P ima y seconda y e ia y
4.5% 40.2% 55.3%
he size o he o ganisa ion ≤50 51–250 >250
26.8% 27.9% 45.3%
Majo i y owne ship Domes ic Fo eign
45.3% 54.7%
he ype o o ganisa ion P i a e Public non-p o i
86.0% 11.2% 2.8%
annual u no e ≤ 10 million euR 11–50 million euR > 50 million euR
38.5% 38.0% 23.5%
sou ce: own su ey.
COGenT BUSIneSS & MAnAGeMenT 7
H3: The use o communica ion ia employee ep esen a i es ( ade unions) does no depend on he 3a) size
o he o ganiza ion by he numbe o employees, 3b) majo i y owne ship, 3c) sec o , 3d) annual u no e , and
3e) ype o o ganiza ion.
H4: Using communica ion ia an HR o ice (HR) does no depend on he 4a) size o he o ganiza ion by he
numbe o employees, 4b) majo i y owne ship, 4c) sec o , 4d) annual u no e , and 4e) ype o o ganiza ion.
H5: The use o an in-house complain sys em does no depend on he 5a) size o he o ganiza ion by he
numbe o employees, 5b) majo i y owne ship, 5c) sec o , 5d) annual u no e , o 5e) ype o o ganiza ion.
H6: Using su eys o employee opinion ( eedback), iews and a i udes do no depend on he 6a) size o he
o ganiza ion by he numbe o employees, 6b) majo i y owne ship, 6c) sec o , 6d) annual u no e , and 6e)
ype o o ganiza ion.
In he nex s ep, a hie a chical logis ic eg ession model was compu ed. Based on he explo a o y da a
analysis conduc ed a he beginning o he da a analysis p ocess, he ac o s showed he e ogeneous
esponses o en e p ises wi h di e en iden i ica ion a iables. (Chi & Voss, 2005) s a e hie a chical eg es-
sion can easily in eg a e he e ogeneous a iables a he agg ega e le el in o one model. In his model,
o ganiza ional cha ac e is ics we e conside ed as con ols in he model, and he ela ionship be ween he
applica ion o a gi en o m o communica ion and ac o s cha ac e izing he ac i i ies o he en e p ises
in he abo e-men ioned a eas was examined. The ac o s o be examined we e p eselec ed using con in-
gency ables wi h a chi-squa e es as sugges ed in Ag es i (2002). The inal g oup o a iables included
a o al o ou ac o s ep esen ed by he managemen ’s answe s o he ollowing ques ions: i) age man-
agemen ac i i ies: he company does no apply/ he company applies, ii) es ablished p ocedu es o
knowledge ans e om he elde s/expe ienced: yes/no, iii) inco po a ion o social esponsibili y p inci-
ples: a he uninco po a ed/ a he inco po a ed, and i ) scheduled aining: planned/o he .
In he las s age, wo logis ic eg ession models we e cons uc ed o assess he e ec o he o gani-
za ional cha ac e is ics on he numbe o o ms o bo om-up communica ion used in he i m: using
only one o m o communica ion (MODeL1) and mo e han wo o ms o communica ion (MODeL2) com-
pa ed o o he i ms, again conside ing i e p edic o s in he o m o he o ganiza ional cha ac e is ics in
he model.
S a is ical analysis was pe o med using IBM SPSS S a is ics, . 28, and a signi icance le el o 0.05. The
esul s based on syn hesis, induc ion, and deduc ion a e p esen ed in he Resul s sec ion.
The esul s om he quan i a i e esea ch (n3 = 8; plus mode a o ) we e based on he ocus g oup
(owne s, di ec o s, economis s, and human esou ce specialis s). The ocus g oup was based on 1) iden-
i ying he o ms o symme ic communica ion used om below, 2) e ec i e se ings o con lic and
c isis esolu ion, and 3) bene i s and isks in e ms o he p ocess app oach. A ocus g oup is o en men-
ioned as one o he mos p og essi e quali a i e da a acquisi ion me hods, and no only addi ional
supplemen a y da a we e ob ained h ough his me hod, bu he esul s o p e ious quan i a i e esea ch
we e p ima ily discussed. Thus, his me hod helped ex end he exis ing esea ch and gain a deepe
unde s anding o he subjec . The ocus g oup me hod ocuses on insigh in o he a i udes and belie s
ha a e he sou ce o beha io . I is sui able o s udying complex opics in ol ing many le els o eel-
ings and expe iences p ima ily encoun e ed in social sciences, speci ically in HR p ocess se ings
(Ande son, 2015). The e o e, he ocus g oup me hod is sui able o supplemen quan i a i e esea ch.
4. Resul s
Fi s , he use o he selec ed o ms o symme ic bo om-up communica ion was es ed depending on
he chosen o ganiza ional cha ac e is ics (H1–H6). Using logis ic eg ession o each o m o bo om-up
communica ion me hod, signi ican o ganiza ional cha ac e is ics ha in luence he use o ha o m o
bo om-up communica ion in he o ganiza ions unde s udy we e iden i ied. The explana o y a iables
included o ganisa ion size by numbe o employees, o ganisa ion ype by majo i y owne (domes ic/ o eign),
o ganisa ion size by u no e , o ganisa ion ype (p i a e/go e nmen o non-p o i ), and indus y (p ima y/
seconda y o e ia y). he esul s o he bina y logis ic eg ession o each o m o communica ion.
While symme ical communica ion is conside ed essen ial o achie ing o ganiza ional excellence,
unde s anding he condi ions unde which i is mos e ec i e equi es del ing in o subg oup analyses
14 V. PAVLA eTAL.
Communica ion h ough HR is mo e common in p ima y and seconda y sec o o ganiza ions, bu he
esul is no signi ican a he signi icance le el conside ed (p = 0.264). Feedback h ough SURVeYS is
posi i ely associa ed wi h he size o he o ganiza ion wi h 250 o mo e employees and he e ia y
sec o , and less equen in go e nmen /non-p o i o ganiza ions. The use o only one o m o symme -
ic bo om-up communica ion is mo e equen in go e nmen and non-p o i o ganiza ions (odds
being mo e han h ee imes highe ) compa ed o p i a e o ganiza ions and also dec eases as he
numbe o employees inc eases. Only 56 o ganiza ions (31%) epo ed mo e han wo o ms o
communica ion.
The limi a ions o he s udy include he ocus o he esea ch only on o ganiza ions in he Czech
Republic, and he esul s canno be gene alized o he whole popula ion. On he o he hand, i is an
impo an sample o o ganiza ions ac oss sec o s, sizes o o ganiza ions, ypes o owne ship, annual u n-
o e , and he exis ence o HR depa men s. The esul s p esen ed he e a e aluable o any o ganiza ion
looking o se up e ec i e sus ainable bo om-up communica ion and imp o e decision-making in he
di ec ion o he o ganiza ion wi h ega d o employee opinion. Resea ch can be p one o a ious sou ces
o bias, such as selec ion bias (when esponden s a e no andomly selec ed), social esponding (when
esponden s answe as hey hink i is expec ed), o memo y bias. The esul s highligh he need o
eedback on he s a egic di ec ion o o ganiza ions wi h espec o add essing demog aphic change, he
emphasis on knowledge e en ion, and in e gene a ional collabo a ion. In d awing a ep esen a i e sam-
ple, i was ensu ed ha all membe s o he a ge popula ion could be included. Unde s anding hese
limi a ions and conside ing hem when in e p e ing and applying he esul s in he con ex in which he
esea ch was conduc ed is key o in e p e ing he esul s. The collec i e au ho s a e awa e ha each
s udy has heo e ical and me hodological limi a ions, bo h due o he leng h o he pee e iew p ocess
and he con inuous p esen a ion o o he new esul s by o he au ho s in he Web o Science (howe e ,
a e iew o he esea ch on he Google Schola ci a ion acke ool was conduc ed o educe hese
limi a ions), and he limi a ions imposed by he ques ionnai e su ey, whe e he esul s come om da a
and esponses om ep esen a i es o he o ganisa ions ( esponden s). Howe e , he ques ions we e
asked in a non-con iguous manne in acco dance wi h he ules o social science esea ch. Fu u e esea ch
will ocus on he impac o communica ion ( om abo e and below) on he unc ioning o social
en e p ises.
Au ho con ibu ions
Concep ion and design: Pa la V abco á, Hana U banco á, he analysis and in e p e a ion o he da a: Zuzana
Pacáko á, Pa la V abco á; he d a ing o he pape : Hana U banco á, Pa la V abco á, e ising i c i ically o in el-
lec ual con en : Hana U banco á, Dominika Kadeřábko á; and he inal app o al o he e sion o be published:
Pa la V abco á. All au ho s ha e ead and app o ed he inal e sion o he manusc ip .
Disclosu e s a emen
no po en ial con lic o in e es was epo ed by he au ho (s).
Funding
This con ibu ion is he ou pu o he in e na ional scien i ic p ojec numbe 4/2023-M en i led: ‘The meaning and
applica ion o social esponsibili y in selec ed companies’ and KeGA 012UCM-4/2022 Human Resou ces Managemen
in a Digi al Wo ld – A Bilingual (Slo ak-english) Cou se Book wi h e-lea ning Modules based on Mul imedia Con en .
The esul was also c ea ed by sol ing he VeGA (no. 1/0038/22) Applica ion o compe i i e digi al games o he
eam cohesion de elopmen and social adap a ion o Gene a ion Z.
Abou he au ho s
Assoc. P o . V abco á Pa la is a g adua e wi h a Bachelo ’s, Mas e ’s, and Ph.D. deg ee in Business Managemen a
he Facul y o economics o he Technical Uni e si y in Libe ec. She comple ed he Uni e si y Pedagogy Cou se in
li elong lea ning. She ocuses on he issues o a bioeconomy in he con ex o sus ainable de elopmen and
COGenT BUSIneSS & MAnAGeMenT 15
managemen sys ems. She p o ides o gua an ees he eaching o subjec s Quali y o P oduc ion, Quali y
Managemen , and Fo es y Bioeconomy. Assoc. P o . V abco á has published dozens o a icles (ORCID:
0000-0002-4384-1622, h-index 7) in he ield o co po a e managemen and mul idisciplina y bioeconomy, pa ici-
pa ed in a leas 100 p o essional con e ences and semina s and is a esea che o p ojec s. She is an e alua o o
p og ams and applied esea ch.
U banco á Hana, expe ienced academic leade wi h a PhD in managemen , lec u ing on human esou ce and s a-
egic managemen since 2009 in Czech uni e si ies. Combines manage ial inance expe ise wi h di ec o ial oles a
he Czech Academy o Ag icul u al Sciences since 2017. Ac i ely con ibu es o ad iso y boa ds, including he Slo ak
Acc edi a ion Agency o Highe educa ion and he Slo ak Resea ch and De elopmen Agency. Leads and collabo-
a es on mul iple esea ch p ojec s, boas ing o e 60 scien i ic a icles in he Web o Science da abase and
co-au ho ship o se en monog aphs (h-index 12). Membe o scien i ic and edi o ial boa ds, demons a ing a s ong
commi men o ad ancing knowledge and main aining educa ional s anda ds na ionally and in e na ionally.
Pacáko á Zuzana, da a analys and s a is ics, g adua ed wi h a Ph. D. in Quan i a i e Me hods a he Facul y o
economics and Managemen , Czech Uni e si y o Li e Sciences. She is an expe ienced lec u e who gua an ees he
eaching o s a is ics and da a mining o bo h bachelo ’s and mas e ’s deg ee s udy p og ams. In he publica ions,
she ocuses mainly on assessing egional dispa i ies in he s anda d o li ing and pa icipa es in e alua ing da a om
expe imen al esea ch. She coope a es as a e iewe wi h se e al p o essional jou nals.
Kadeřábko á Dominika is a g adua e wi h a Bachelo ’s and Mas e ’s deg ee in economics and Managemen om he
Facul y o economics a he Czech Uni e si y o Li e Sciences in P ague. She ocuses on human esou ce manage-
men in he con ex o sus ainable de elopmen and managemen sys ems. He esea ch and eaching in e es s
cen e on Human Resou ces wi h an emphasis on sus ainabili y and he u u e o wo k o ce managemen .
ORCID
V abco á Pa la h p://o cid.o g/0000-0002-4384-1622
U banco á Hana h p://o cid.o g/0000-0001-6603-8691
Pacáko á Zuzana h p://o cid.o g/0000-0001-7298-6364
Kadeřábko á Dominika h p://o cid.o g/0009-0001-8158-9421
Da a a ailabili y s a emen
The da a ha suppo he indings o his s udy a e a ailable om he co esponding au ho , Pa la V abco á ( ab-
co apa[email p o ec ed]), upon easonable eques .
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