Management Communication Quarterly

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Lee, J.
Right arrow Articles by Heath, R. L.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Management Communication Quarterly, Vol. 13, No. 1, 76-99 (1999)
DOI: 10.1177/0893318999131003

Managerial Media Selection and Information Evaluation from the Receiver’s Perspective in Decision-Making Contexts

Jaesub Lee

Robert L. Heath

University of Houston

This study explored managerial media selection and information evaluation in decisionmaking contexts. Expanding this line of research, this study focused on the perspective of managers when they receive and/or seek information rather than send it across organizations in the oil and gas industry. Findings from 69 interviews indicate that managers (a) prefer to receive trade, product, and service information through multiple media; (b) perceive information received via multiple media to be comprehensible, credible, and relevant to their tasks; but (c) use rich media to seek additional information. Furthermore, managers prefer to use rich media to monitor informational environments when they need information more closely related to issues in their urgent decision-making tasks.


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 Management Communication QuarterlyHome page
J. W. Kassing
Going Around the Boss: Exploring the Consequences of Circumvention
Management Communication Quarterly, August 1, 2007; 21(1): 55 - 74.
[Abstract] [PDF]

Home page
 Management Communication QuarterlyHome page
J. W. Kassing
Speaking Up: Identifying Employees' Upward Dissent Strategies
Management Communication Quarterly, November 1, 2002; 16(2): 187 - 209.
[Abstract] [PDF]

Home page
 Management Communication QuarterlyHome page
J. W. Kassing and T. A. Armstrong
Someone's Going to Hear about This: Examining the Association between Dissent-Triggering Events and Employees' Dissent Expression
Management Communication Quarterly, August 1, 2002; 16(1): 39 - 65.
[Abstract] [PDF]

Home page
 Management Communication QuarterlyHome page
J. W. Kassing
From the Looks of Things: Assessing Perceptions of Organizational Dissenters
Management Communication Quarterly, February 1, 2001; 14(3): 442 - 470.
[Abstract] [PDF]