Emotion in an organization is much more than a phenomenon experienced solely by its members - it is a deeply embedded component of the organizational fabric. Consistent with this idea, chapters in this volume deal with emotion at all levels of organizing: at the individual level, expressed in interpersonal exchanges and in groups, and across the organization as a whole. They represent a selection of papers from the Eighth International Conference on Emotion in Organizations, held in July 2012 in Helsinki, Finland; plus a selection of invited chapters. Chapters thus represent cutting-edge articles by leading and emerging scholars of emotion in organizations from around the world. Specific topics include creation of positively deviant business-to-business services, leader effectiveness and emotions in crisis situations, gender and role conflict among managers, developing shared wellbeing in communal settings, the nature of emotional labor across levels, managing workplace aggression, building customer passion, developing mindfulness, emergence of expectations, emotionalizing institutional theory, bullying as a form of institutional control, and how employees project competence.
Emotion in an organization is much more than a phenomenon experienced solely by its members - it is a deeply embedded component of the organizational fabric. Consistent with this idea, chapters in this volume deal with emotion at all levels of organizing: at the individual level, expressed in interpersonal exchanges and in groups, and across the organization as a whole. They represent a selection of papers from the Eighth International Conference on Emotion in Organizations, held in July 2012 in Helsinki, Finland; plus a selection of invited chapters. Chapters thus represent cutting-edge articles by leading and emerging scholars of emotion in organizations from around the world. Specific topics include creation of positively deviant business-to-business services, leader effectiveness and emotions in crisis situations, gender and role conflict among managers, developing shared wellbeing in communal settings, the nature of emotional labor across levels, managing workplace aggression, building customer passion, developing mindfulness, emergence of expectations, emotionalizing institutional theory, bullying as a form of institutional control, and how employees project competence.
Increasing Energy and Performance Through Customer Passion: An
Organizational Level Study.
About the Editors.
List of Contributors.
Emotions and the Organizational Fabric.
Emotions and the Organizational Fabric.
Positive Emotions Foster the Co-Creation of Mutual Value in
Services: Four Positively Deviant Performances.
Sharing Well-Being in a Work Community – Exploring
Well-Being-Generating Relational Systems.
Mapping the Terrain of Aggression Within the Workplace Context.
Great Expectations: Discourse and Affect During Field
Emergence.
Toward a Toolkit for Emotionalizing Institutional Theory.
Institutional Theory, Normative Pressures, Emotions, and Indirect
Aggression.
Emotions in Institutions: Bullying as a Mechanism of Institutional
Control.
To be One of us, you have to Feel like one of us: How Leaders’
Expressed Emotions Influence Followers’ Perceptions of Leader
Self-Sacrifice Intentions and Effectiveness in a Crisis
Situation.
Gender and Person/Role Conflict in Management: A Study of Gender,
Management Position, and Emotional Dissonance Among Managers in a
Scandinavian Setting.
Competency Labor: A Conceptual Framework for Examining Individuals’
Effort and Emotions in Projecting an Image of Competence at
Work.
Emotional Labor as a Dynamic Process in Service Organizations:
Development of a Multi-Perspective, Multilevel Model.
Emotion and Mindfulness: Using Emotion as Information to Raise
Collective Performance.
Appendix: Conference Reviewers.
Research on emotion in organizations.
Emotions and the Organizational Fabric.
Copyright page.
Increasing Energy and Performance Through Customer Passion: An
Organizational Level Study.
About the Editors.
List of Contributors.
Emotions and the Organizational Fabric.
Emotions and the Organizational Fabric.
Positive Emotions Foster the Co-Creation of Mutual Value in
Services: Four Positively Deviant Performances.
Sharing Well-Being in a Work Community – Exploring
Well-Being-Generating Relational Systems.
Mapping the Terrain of Aggression Within the Workplace Context.
Great Expectations: Discourse and Affect During Field
Emergence.
Toward a Toolkit for Emotionalizing Institutional Theory.
Institutional Theory, Normative Pressures, Emotions, and Indirect
Aggression.
Emotions in Institutions: Bullying as a Mechanism of Institutional
Control.
To be One of us, you have to Feel like one of us: How Leaders’
Expressed Emotions Influence Followers’ Perceptions of Leader
Self-Sacrifice Intentions and Effectiveness in a Crisis
Situation.
Gender and Person/Role Conflict in Management: A Study of Gender,
Management Position, and Emotional Dissonance Among Managers in a
Scandinavian Setting.
Competency Labor: A Conceptual Framework for Examining Individuals’
Effort and Emotions in Projecting an Image of Competence at
Work.
Emotional Labor as a Dynamic Process in Service Organizations:
Development of a Multi-Perspective, Multilevel Model.
Emotion and Mindfulness: Using Emotion as Information to Raise
Collective Performance.
Appendix: Conference Reviewers.
Research on emotion in organizations.
Emotions and the Organizational Fabric.
Copyright page.
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