The use of humor in the workplace

By Eric J. Romero, Kevin W. Cruthirds. IEEE Engineering Management Review, 2006

563 citations recorded by the source corpus.

Subfields: Health Information Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7135237f8c171efa26ab275395bda14a4e1b1d7d

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Citations in the corpus

A meta‐analysis of positive humor in the workplace (2012, background): “More recent deﬁnitions include those of Romero and Cruthirds (2006, p. 59), “amusing communications that produce positive emotions and cognitions in the individual, group, or organization”, and Robert and Yan (2007, p. 209), “an intentional form of social communication delivered by a ‘producer’…”
Supervisor Humor and Employee Outcomes: The Role of Social Distance and Affective Trust in Supervisor (2015, unknown): “Romero and Cruthirds (2006) reviewed the studies on humor and leadership effectiveness and concluded that leaders’ humor may reduce social and status distance between leaders and subordinates by enhancing similarities and reducing the importance of status.”
Play hard, work hard: Fun at work and job performance (2014, background): “Because humor promotes openness to ideas, it also relaxes people andmakes them less likely to criticize new ideas or mistakes (Romero and Cruthirds, 2006).”
Humor and group effectiveness (2008, background): “While Newstrom (2002) and Romero and Cruthirds (2006) provide insights into how managers can use humor in organizations, the GHEM should be a useful framework for educating managers on how to utilize humor to improve group effectiveness.”
The Impact of Leader Humor on Subordinate Job Satisfaction (2016, background): “Indeed, scholars generally support the conventional wisdom that negative humor is associated with negative outcomes such as poor work attitudes, decreased morale, and damaged interpersonal relationships (Romero & Cruthirds, 2006).”
The role of humor usage on creativity, trust and performance in business relationships: An analysis of the salesperson-customer dyad (2017, background): “Prior research on organizational behavior identified that humoristic individuals in the workplace are more likely to engage in creative problem solving (Romero & Cruthirds, 2006), and the current research builds on this finding in developing our hypotheses.”