Regulatory Focus Theory: Implications for the Study of Emotions at Work

By J. Brockner, E. Tory Higgins. 2001

918 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/25f3335c3fce67eafb20cbe1d6b7318d0e5a335b

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes (2013, background): “Similarly, organizational leaders have the potential to shape employees’ regulatory focus (Brockner & Higgins, 2001).”
THE ROLE OF AFFECTIVE EXPERIENCE IN WORK MOTIVATION. (2004, neutral): “…Bell, & Clausen, 1986); and (4) the antecedents and consequences of momentary affective experience (moods and emotions) in organizations (e.g., Brockner & Higgins, 2001;Elsbach & Barr, 1999;Fisher, 2000;Forgas & George, 2001;George & Brief, 1996;Isen Myeong-Gu Seo is an assistant professor in…”
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities (2015, background): “This paper creates a new link between regulatory focus theory and the organizational literature, the importance of which is repeatedly emphasized in both bodies of literature (e.g., Brockner & Higgins, 2001; McMullen et al., 2009; Wallace, Johnson, & Frazier, 2009).”
Does Team Culture Matter? Roles of Team Culture and Collective Regulatory Focus in Team Task and Creative Performance (2016, background): “The extant literature has ignored this connection despite the argument that organizational culture is one of the key contextual determinants of regulatory focus (Brockner & Higgins, 2001).”
“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “In contrast, a prevention focus is characterized by needing to feel secure, shielding oneself from psychological harm, and fulfilling duties, obligations, and responsibilities based on an ought self (Brockner & Higgins, 2001; Carver & Scheier, 1998).”
Toward an Understanding of When Executives See Crisis as Opportunity (2008, neutral): “Brockner and Higgins (2001) considered how organizations differ in the extent to which they value promotion versus prevention.”
Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Prior theoretical studies (e.g., Brockner & Higgins, 2001; Kark & Van Dijk, 2007) have attempted to understand the role of the self-regulatory focus as a possible mechanism that explains the effect of leaders on followers' self-perceptions and their behaviors.”
Transformational Leadership and Employee Creativity: The Mediating Role of Promotion Focus and Creative Process Engagement (2014, background): “Thereby, we fill a gap in the literature by examining the relationship between transformational leadership and employee promotion focus which has been proposed some time ago, but has not been empirically tested yet (Brockner and Higgins 2001; Kark and Van Dijk 2007).”
CEO Regulatory Foci, Environmental Dynamism, and Small Firm Performance (2010, background): “Absent important changes in the work environment, regulatory focus at work is unlikely to change (Brockner and Higgins 1997).”
“To work, or not to work, that is the question” – Recent trends and avenues for research on presenteeism (2020, background): “…considered sustainable–in terms of the balance between performance efforts and health–when individuals who go to work despite being ill act in agreement with their preferred regulatory focus of preventing losses or promoting gains in terms of their health and performance (Brockner & Higgins, 2001).”
The health-performance framework of presenteeism: Towards understanding an adaptive behaviour (2020, background): “Functional presenteeism is sustainable in the sense that by attending work whilst ill, individuals are acting in accordance with their preferred regulatory focus of preventing losses or promoting gains in terms of their health and performance, in this way supporting their personal goals (regulatory ”
Received Respect and Constructive Voice: The Roles of Proactive Motivation and Perspective Taking (2019, background): “That is, positive mood is likely to activate an approach-oriented mind set (Brockner & Higgins, 2001; Keltner, Gruenfeld, & Anderson, 2003).”
Heavy work investment: Its motivational make-up and outcomes (2013, background): “These two systems differ in terms of the focal needs that are attempted to be satisfied, the goals that are pursued, and the psychological situations that matter (Brockner and Higgins, 2001).”