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7 Emotion in Organizations: A Review and Theoretical Integration
Abstract
Emotion has become one of the most popular—and popularized—areas within organizational scholarship. This chapter attempts to review and bring together within a single framework the wide and often disjointed literature on emotion in organizations. The integrated framework includes processes detailed by previous theorists who have defined emotion as a sequence that unfolds chronologically. The emotion process begins with a focal individual who is exposed to an eliciting stimulus, registers the stimulus for its meaning, and experiences a feeling state and physiological changes, with downstream consequences for attitudes, behaviors, and cognitions, as well as facial expressions and other emotionally expressive cues. These downstream consequences can result in externally visible behaviors and cues that become, in turn, eliciting stimuli for interaction partners. For each stage of the emotion process, there are distinct emotion regulation processes that incorporate individual differences and group norms and that can become automatic with practice. Although research often examines these stages in relative isolation from each other, I argue that each matters largely due to its interconnectedness with the other stages. Incorporating intraindividual, individual, interpersonal, and organizational levels of analysis, this framework can be a starting point to situate, theorize, and test explicit mechanisms for the influence of emotion on organizational life.We keep coming back to feelings…
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“Various studies indicate that the ability to detect and label emotion cues, which is typically assessed with tests requiring respondents to identify emotions shown in pictures, positively predicts social functioning and professional success (for reviews, see Côté 2014, Elfenbein 2007).”
From The Social Effects of Emotions (2022) · cites this paper as Elfenbein 2007
In the citing paper
“Consistent with theorizing on emotional intelligence (Salovey & Mayer 1990), evidence shows that the accurate detection of others' emotional expressions and the effective regulation of one's own emotional expressions are pivotal to successful social interactions (Côté 2014, Elfenbein 2007).”
From The Social Effects of Emotions (2022) · cites this paper as Elfenbein 2007
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Metadata
- Authors
- Elfenbein, H. A.
- Affiliations
- University of California, Berkeley (US)
- Corresponding author
- Elfenbein, Hillary Anger
- Venue
- Academy of Management Annals
- Publisher
- Academy of Management
- Published
- 2007-12
- Volume
- 1
- Issue
- 1
- Pages
- 315-386
- ISSN
- 1941-6067 (ISSN-L)
- 1941-6520
- OpenAlex
- W4246105288
- Cited by
- 1,035
- References
- 38
- Citations by year
- 2026: 43 · 2025: 50 · 2024: 50 · 2023: 43 · 2022: 58 · 2021: 60 · 2020: 104 · 2019: 65 · 2018: 50 · 2017: 59 · 2016: 55 · 2015: 61 · 2014: 41 · 2013: 44 · 2012: 40
- FWCI
- 97.90
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Annals (publishedVersion)
- Topics
- Social Sciences › Sociology and Political Science › Emotional Labor in Professions
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Psychology › Social Psychology › Emotions and Moral Behavior
- Keywords
- emotions in organizations, emotion regulation, feeling states, physiological arousal, facial expressions, interpersonal interaction, group norms, individual differences, levels of analysis, organizational behavior
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