Ambivalent Feelings in Organizational Relationships

By Michael G. Pratt, Lorna Doucet. 2000

166 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/03b232033916dd60f4de7332f281a2ad5e4ee853

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Citations in the corpus

It's not easy being green: : the role of self-evaluations in explaining support of environmental issues (2014, background): “One camp argues that individuals have a strong motivation to resolve such ambivalence (e.g., Brickman, 1987; Pratt, 2000) and go to great lengths to do so, using a variety of techniques (Pratt & Doucet, 2000).”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, unknown): “Research suggests various ways that individuals cope with identity conflict (e.g., Ashforth & Mael, 1989; Breakwell, 1986; Kreiner, Hollensbe, et al., 2006; Pratt & Doucet, 2000; cf. Collinson, 2003; Kondo, 1990; Kunda, 1992).”
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders (2017, background): “Individuals may also attempt to resolve and simplify their ambivalent attitudes by accentuating either their positive or negative attitudes, an action that then leads to a biased and simplistic view (Pratt & Doucet, 2000).”
The Way You Make Me Feel and Behave: Supervisor-Triggered Newcomer Affect and Approach-Avoidance Behavior (2012, methodology): “Following the definitions of Russell’s (1980) circumplex model of emotions—which has four quadrants formed by “pleasant” and “unpleasant” on one axis and “high activation” and “low activation” on the other axis—we wrote eight items each for newcomer positive and negative affect.”
The coopetition paradox and tension in coopetition at multiple levels (2014, background): “Also known as emotional ambivalence, simultaneous experience of positive and negative emotions has received scant attention in organizational research (e.g., Fong, 2006; Pratt & Doucet, 2000; Rothman, 2011), and has unfortunately remained unexplored in research on coopetition.”
The Space Between Us: A Social-Functional Emotions View of Ambivalent and Indifferent Workplace Relationships (2017, background): “…may feel both proud of and threatened by their protégés (Eby, Butts, Durley, & Ragins, 2010), and employees feel ambivalently about their customers (Pratt & Doucet, 2000), managers (K. Ingram, 2015; Lee, Martin, Thomas, & Guillaume, 2015), colleagues (Zou & Ingram, 2013), and friends (P. Ingram &…”
Revisiting the Foundations of Organizational Distrust (2017, unknown): “For instance, role conflicts, hybrid identities, manifold objectives, and temporal factors (e.g., Adler, 2012; Ashforth et al., 2011; Ashforth et al., 2014; Pratt and Doucet, 2000; Wang and Pratt, 2008) have been recognized as stimuli to organizational ambivalence at the specific organizational leve”
COMBINED EFFECTS OF ORGANIZATIONAL AND PROFESSIONAL IDENTIFICATION ON THE RECIPROCITY DYNAMIC FOR PROFESSIONAL EMPLOYEES (2009, background): “…independent effects) because organizations and professions are rival groups in many important respects (Freidson, 2001; Starr, 1982; Van Maanen & Barley, 1984), and the effects of identification with rival groups can be complicated (Pratt & Doucet, 2000; Pratt & Foreman, 2000; Wang & Pratt, 2007).”
Ambivalence in Organizations: A Multilevel Approach (2014, methodology): “Prior work that was most instrumental to our framework includes Horney’s (1945) very basic typology of moving toward/away from/against the object of ambivalence (see also Pratt and Doucet 2000) and research on interpersonal conflict-handling styles (Blake and Mouton 1964, Rahim 1985, Thomas 1992).”
Getting the Measure of Emotion - and the Cautionary Tale of Emotional Intelligence (2004, background): “Occasionally we may feel dominated by an emotion (euphoria, hate, pride), but more often feelings are mixed, ambivalent, ephemeral or mundane (Pratt & Doucet, 2000; Weigert & Franks, 1989).”
Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, background): “To illustrate, Pratt and colleagues’ research demonstrated that employees expressed ambivalence towards authority because managers placed conflicting demands on workers but were also sources of emotional support (Pratt, 2000; Pratt & Doucet, 2000).”