1,720,979 research outputs found
Learnings and Solutions About Emotions During Disruption
No full textPurpose: This chapter reviews some of the learnings and solutions suggested by the chapter authors regarding the role of emotions during disruption and offers ideas for future research. The aim is to offer a positive conclusion to the problems (and opportunities) of disruption. Design: The learnings are arranged under four headings: (1) The heightened salience and complexity of emotions and emotional processes during disrup- tion; (2) The upside of disruption if emotions are managed effectively: Per- formance and other outcomes; (3) The importance of working relationships for emotions during disruption; and (4) The critical role of leader emotional competencies and responses during disruption. Findings: The challenges posed by various forms of disruption, and the emotions they engender, can lead to positive outcomes if managed appropriately. Research Implications: The contributions in this book highlight a broad range of important but under researched topics regarding various forms of organi- zational disruption, emotions, and emotional processes. Chapter authors also offer many solutions for dealing with the challenges associated with these issues that might prove helpful in today’s organizations. Social Implications: The affect-related processes and outcomes examined in the chapters presented in this book have an impact on employee well-being and performance. As such, managing emotions appropriately and effectively is important for society. Originality/Value: The chapters in this book provide a variety of original perspectives and solutions on the role of emotions during the modern era of endemic disruption.No Full Tex
Workplace Interruptions and Emotional Regulation
No full textPurpose: The working day has always comprised frequent interruptions. Yet the frequency and intensity of these disruptions appear to be on the rise as a result of advancing technology, increasing interdependent work processes, and changing work environments (e.g., open-plan offices). Interestingly, there have only been a handful of studies on workplace interruptions, and the pri- mary focus among researchers has been on the effects of interruptions on task completion. In this chapter, we argue that interruptions at work can be conceptualized as emotion-inducing events. We draw on research across different disciplines to develop a framework to show how the work-enhancing or work-hindering effects of different types of interruptions are, in part, determined by the employees’ capability to manage (regulate) their emotional responses. Approach: We initially review the literature regarding workplace interrup- tions. We then develop a framework for understanding the different types of interruptions experienced by individuals at work and then use this framework to develop a model linking interruptions to emotion regulation drawing on Affective Events Theory (Weiss & Cropanzano, 1996). In essence, we advance our understanding of work interruptions by considering these as events that are able to produce positive or negative affective reactions that may enhance or hinder work performance. Originality/Value: The framework presented in this chapter increases under- standing of the different types of workplace interruptions and shows how emotion regulation impacts subsequent work-related outcomes. This chapter provides valuable insights into the nature of work interruptions to identify both positive and negative aspects of work interruptions to establish two different domains of work interruptions that may improve (work-enhancing interruptions) or thwart (work-hindering interruptions) work-related out- comes. Theoretical and practical implications are discussed.No Full Tex
Emotions and Disruption
No full textPurpose: In this introductory chapter, we establish the basis for the theme of this volume, “Emotions and Disruption.” We discuss how the initial idea for the theme arose during the height of COVID-19. At this time, and as widely reported in the press (e.g., see Grensing-Pophal, 2020), a myriad of workplace disruptions occurred impacting employees’ moods and emotions and their subsequent well-being and performance. We open by discussing some key work on emotions research during change and disturbance, followed by a synopsis of each of the chapters in this volume, including discussion of their key contri- butions. This includes an overview of how some of these chapters were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (EMONET XII), an event that took place for the first time online in response to the turbulence and travel disruptions created by the pandemic. Approach: In this chapter we give an outline of the organization of this book and discuss its four major parts. We then relate each chapter to the relevant part and consider its key contributions in terms of what we have learnt about emotions when applying the lens of disruption. Findings: We conclude that the chapters provide a range of insights and practical solutions for dealing with emotions during different types of disruption that should be helpful to practitioners and academics. Value: The chapters investigate underresearched topics and thus make new and important contributions. While many topics addressed in the chapters are still in their initial stages, they clearly have the potential to make a significant impact on people’s work lives.Full Tex
How Leaders Regulate Emotions Experienced During Organization Change Events
No full textPurpose: Organizational change is endemic and can be disruptive for leaders’ emotions and subsequent behaviors. While many studies focus on employees’ reactions to change, there are few that focus on leader responses to change. The focus of our study is on leaders. In this chapter, we outline a qualitative study examining a leader’s emotion regulation during organizational change. The aim of our research is to better understand the emotions leaders experi- ence during organizational change and what emotion regulation strategies they enact to support positive outcomes. Approach: Data were collected through interviews with 25 middle and senior management who were involved in organizational change at the time of interviews. The day reconstruction method was used to evoke and more accurately capture leaders’ memories of an emerging or actual change event, the emotions they experienced, and the emotional regulation strategies uti-lized. Conceptualizing the change as a disruptive affective event, we asked participants to recall scenarios related to the change that triggered an emotional response and drew on the process model of emotion regulation (Gross, 1998a) to interpret these data. To round off the interviews, we captured the leader’s personal outcomes from the emotion regulation strategies enacted. Findings: Based on the data, leaders managing organizational change pro- cesses described the experience as a series of disruptive affective events that were more often associated with experiences of negatively valanced emotions (compared to positive emotions). Further, leaders were most likely to respond to these affective disruptions with the specific emotion regulation strategy of suppression (i.e., masking negative feelings with neutral or positive affective displays). A major reason leaders report responding with suppression is to maintain their professionalism, even if this undermines their health and well- being. Originality/Value: Qualitative research seeking to understand a leader’s emotion experiences during organizational change is rare. These findings provide a more nuanced understanding of the affective nature of leaders’ experiences and responses when managing the disruptive processes of change. This knowledge can assist organizations to develop processes and tools to support leaders dealing with the emotional realities of change to enable better outcomes for themselves and their followers.No Full Tex
Introduction to a Coat of Many Colors
No full textPurpose: In this chapter, we outline the background to the present volume, including the history of the Emonet group and the origins of the book series. We argue that the volume subtitle “A coat of many colors” reflects the diversity of approaches to studying emotion in organizational settings. We then provide a summary of the 11 contributor chapters in the volume, which illustrates the wide range of emotion-related topics covered in the volume. Study Design/Methodology/Approach: This chapter provides an overview of the chapters in the volume, and gives a brief summary of each chapter, explaining how each fits into the overall theme of the volume and listing the key contribution of each chapter. Findings: The introduction concludes with a summary of main findings of the chapters, and how they shape the future of the field, concluding that, since emotion-related topics nowadays are so integrated into the mainstream literature in organizational behavior and organization theory, maybe there is no longer a need to address emotions as a stand-alone topic. Origin/Value: The chapters in this volume address a wide range of emotion-related topics in the fields of organizational behavior and organization theory and point to the future of research in this field.No Full Tex
Conclusion to a Coat of Many Colors
No full textPurpose: In this closing chapter, we summarize the main themes identified by the chapter authors and draw out exciting new ideas for future research in the field of emotions in organizations. Study Design/Methodology/Approach: We identify the main themes in the volume, and discuss how authors addressed each of them in their chapters. Findings: We identified three key themes in this chapter: (1) the key role played by emotional intelligence, despite the ongoing controversy surrounding this construct; (2) the importance and lasting impact of Affective Events Theory; (3) the ongoing impact on the field of the concept of emotional labor. Origin/Value: The chapters in this volume deal with contemporary issues in the study emotion-related topics in the fields of organizational behavior and organization theory, and help to emphasize the contributions of the scholars working in this field.No Full Tex
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Get PDF“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Get PDFWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
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