Department of Communication and Culture

European Conference on Information Systems

In metaverse platforms, avatars are used to represent users' virtual identities. Hence, the aesthetic features of avatar products are a core driver of consumption decisions, yet there is still limited research on how different image aesthetic characteristics influence product sales. Rooted in information processing theory, this research will examine four image aesthetic features, including colorfulness, color complexity, visual atypicality, and visual fluency, and employs fuzzy-set qualitative comparative analysis (fsQCA) to identify how different configurations of these features influence avatar product sales. This study aims to provide novel insights to current information systems literature by revealing unique information processing patterns through which combinations of aesthetic stimuli jointly shape avatar product purchases in metaverse platforms. Practically, this study provides actionable insights for avatar product creators to optimize image designs and enhance the avatar product sales.

Journal of Communication Management Doi: https://doi.org/10.1108/JCOM-10-2025-0291

Purpose Chief communication officers (CCOs) face increasingly complex challenges due to dynamic developments in the technological, sociopolitical and economic spheres. Consequently, they are forced to continuously develop their competencies to innovate at a high speed, future-proof their teams and create communication excellence. While learning on the leadership level is well-studied from a management perspective, little is known about how CCOs practice managerial learning, the challenges they experience and how they manage and evaluate these obstacles. This study tries to fill this knowledge gap. Design/methodology/approach A qualitative approach was applied to explore this under-researched topic. In-depth interviews with a sample of 30 CCOs from the 300 largest European companies were conducted, covering 10 different countries. The qualitative design was supported by a standardized pre-questionnaire. Findings The interviewees recognize the need for continuous learning, but their activities are mainly limited to peer exchange and experimentation. While the professional discourse is often driven by agency studies that many do not take seriously, academic research is seen as disconnected from practice. Structured learning opportunities for experienced communication leaders are scarce, which might explain why most interviewees acquire additional competencies in general management but not in corporate communications. Originality/value This empirical study is the first to examine how CCOs develop their competencies. It highlights the significance of managerial learning for advancing corporate communications and explores the challenges leaders face in adopting different learning styles. The findings reveal both strengths and gaps in existing learning practices, offering valuable insights for academic research and professional discourse.

Personnel Review p. 22-22 Doi: https://doi.org/10.1108/pr-02-2025-0130

Purpose In the contemporary digital landscape, managers are increasingly leveraging digital tools to facilitate both coordination and autonomy within their distributed teams. This research sought to understand the optimal balance between these seemingly competing forces – team member autonomy and team coordination – and its influence on critical team outcomes. Specifically, the primary purpose of this study was to investigate how this balance impacts the perception of manager effectiveness by team members and the overall coordination levels within the team itself. By exploring these relationships, the research aimed to provide valuable insights into the effective management of distributed teams. Design/methodology/approach This research employed a two-pronged approach to examine the dynamics of autonomy and coordination in distributed teams. The first study utilized a time-lagged, multisource field design, collecting data from 34 managers and 151 of their respective distributed team members. This design allowed for the examination of the relationships over time and incorporated perspectives from both managers and team members. The second study adopted a diary study methodology, tracking the experiences of 150 distributed team workers over a period of two weeks. Participants completed daily reports on their experiences with autonomy, coordination and communication within their teams. These complementary methodologies allowed for a robust and nuanced understanding of the research questions. Findings The research results revealed a complex relationship between team member autonomy and key outcomes. Contrary to a linear expectation, the findings indicated curvilinear effects of autonomy on both manager effectiveness and team coordination. This suggests that there is an optimal level of autonomy; too little or too much autonomy can negatively impact these outcomes. Furthermore, these curvilinear relationships were found to be contingent on specific contextual factors. In Study 1, the effect of autonomy on manager effectiveness was moderated by the manager’s own role clarity, suggesting that clearly defined roles are crucial for leveraging autonomy effectively. In Study 2, the daily communication patterns within the team moderated the impact of autonomy on team coordination, indicating the importance of open and frequent communication in managing the effects of autonomy on collaborative efforts. Originality/value The study highlights a curvilinear relationship between autonomy and both manager effectiveness and team coordination. This suggests that the study is moving beyond a simple “more autonomy is better” or “less autonomy is better” paradigm. Moreover, the finding that the autonomy–outcome relationship is contingent on managerial role clarity and daily team communication suggests a nuanced understanding of the conditions under which autonomy is beneficial. This focus on contextual factors adds to the theoretical understanding of autonomy in distributed teams.

International Journal of Human Resource Management 37(5) p. 719-746 Doi: https://doi.org/10.1080/09585192.2026.2674216

International Journal of Strategic Communication p. 19-19 Doi: https://doi.org/10.1080/1553118x.2026.2657027

This article examines user engagement and interaction during an online brand crisis, focusing on the polarized reactions to Scandinavian Airlines’ (SAS) controversial 2020 advertisement “What is Truly Scandinavian?” Drawing on online brand crisis research and customer brand engagement theory, the study analyses the deductively derived categories of cognitive, emotional, and behavioral responses of Facebook users to the advertisement and its revised versions. A quantitative content analysis of 2,160 user comments identifies four distinct user response group – fans, friends, opponents, and hate-holders – revealing not only stark divisions but also varying levels of engagement and response dynamics. The findings challenge the conventional “love-hate” framework by highlighting middle-ground user groups and the fluid nature of engagement, where disappointment can escalate into hostility or transition into continued brand support. These insights provide a deeper understanding of online brand crisis engagement and offer implications for organizations seeking to navigate polarized brand discussions and sustain long-term consumer relationships.