{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,19]],"date-time":"2026-02-19T02:23:03Z","timestamp":1771467783862,"version":"3.50.1"},"reference-count":82,"publisher":"Emerald","issue":"8","license":[{"start":{"date-parts":[[2024,4,30]],"date-time":"2024-04-30T00:00:00Z","timestamp":1714435200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2024,10,10]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>Research on leaders\u2019 knowledge management systems focuses exclusively on how leaders gather and disseminate knowledge in collaboration with external actors. Not much is known about how leaders address the psychological aspects of employees and strategize internal communication. In addition, while previous work has treated high uncertainty as a default feature of crisis, this study aims to propose that perceived uncertainty varies in experience\/meaning and has a crucial bearing on the relative balance of cognitive\/emotional load on the leader and behavioral\/psychological responses.<\/jats:p>\n<\/jats:sec>\n<jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>The authors contribute by qualitatively examining the role of leader knowledge systems in designing communication strategies in the context of the COVID-19 crisis by investigating communication characteristics, style, modes and the relatively unaddressed role of compassion\/persuasion. In this pursuit, the authors interviewed 21\u2009C-suite leaders, including chief executive officers, chief marketing officers, chief financial officers, chief human resource officers and founders, and analyzed their data using open, axial and selective coding, which were later extracted for representative themes and overarching dimensions.<\/jats:p>\n<\/jats:sec>\n<jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>Drawing from grounded theory research, the authors present a framework of knowledge systems and their resultant communication with employees in high uncertain and low uncertain crises. The authors highlight interactions of a set of concepts \u2013 leaders\u2019 preparedness, leaders\u2019 support to employees tailored communication adapted to perceived uncertainty, leading to enhanced trust \u2013 in the achievement of outcomes related to balancing operational and relational systems with employees. The findings suggest that a structured process of communication helps employees mitigate any concern related to uncertainty and feel confident in their leadership.<\/jats:p>\n<\/jats:sec>\n<jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>The research has implications for leaders in managing their knowledge systems, for human esources practitioners in designing effective internal communication programs, as well as for scholars in knowledge management, communication and leadership.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/jkm-09-2023-0859","type":"journal-article","created":{"date-parts":[[2024,4,28]],"date-time":"2024-04-28T23:01:35Z","timestamp":1714345295000},"page":"2357-2382","source":"Crossref","is-referenced-by-count":4,"title":["Leaders\u2019 knowledge systems in strategizing communication in high-uncertain and low-uncertain crises: balancing operational and relational outcomes"],"prefix":"10.1108","volume":"28","author":[{"given":"Anjali","family":"Bansal","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"C.","family":"Lakshman","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Marco","family":"Romano","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Shivinder","family":"Nijjer","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Rekha","family":"Attri","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","published-online":{"date-parts":[[2024,4,30]]},"reference":[{"issue":"1","key":"key2024100903335740400_ref001","doi-asserted-by":"crossref","first-page":"107","DOI":"10.2307\/3250961","article-title":"Knowledge management and knowledge management systems: conceptual foundations and research issues","volume":"25","year":"2001","journal-title":"MIS Quarterly"},{"issue":"3","key":"key2024100903335740400_ref002","doi-asserted-by":"crossref","first-page":"254","DOI":"10.1002\/kpm.1711","article-title":"COVID\u201019 pandemic influence on organizational knowledge management systems and practices: insights from an Indian engineering services organization","volume":"30","year":"2023","journal-title":"Knowledge and Process Management"},{"issue":"7","key":"key2024100903335740400_ref003","doi-asserted-by":"crossref","first-page":"1789","DOI":"10.1108\/JKM-03-2021-0185","article-title":"How and when do employees hide knowledge from co-workers?","volume":"26","year":"2022","journal-title":"Journal of Knowledge Management"},{"issue":"1","key":"key2024100903335740400_ref004","doi-asserted-by":"crossref","first-page":"64","DOI":"10.1108\/13673270310463626","article-title":"Motivation and barriers to participation in virtual knowledge\u2010sharing communities of practice","volume":"7","year":"2003","journal-title":"Journal of Knowledge Management"},{"issue":"3","key":"key2024100903335740400_ref005","doi-asserted-by":"crossref","first-page":"653","DOI":"10.1108\/IMR-03-2021-0111","article-title":"How knowledge acquisition creates a competitive edge? 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