7 Emotion in Organizations: A Review and Theoretical Integration

By Hillary Anger Elfenbein. 2007

605 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/88c4ca0e2439e6c07f7a209b2e0ae45c4972dfb1

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Anger and happiness in virtual teams: Emotional influences of text and behavior on others’ affect in the absence of non-verbal cues (2011, background): “As thus conceived, emotions are distinct from moods, which are more diffuse feelings that may not be linked to a specific cause (Elfenbein, 2007; Schwarz & Clore, 1996).”
Heart Rate Variability (HRV) Analysis: A Methodology for Organizational Neuroscience (2019, background): “Recently, there has been an upsurge in interest in the study of emotions in organizations (e.g., Elfenbein, 2007).”
The interpersonal effects of emotion intensity in customer service: Perceived appropriateness and authenticity of attendants' emotional displays shape customer trust and satisfaction (2018, neutral): “Emotions can be distinguished from more di ﬀ use a ﬀ ective states such as moods (Cropanzano, Weiss, Hale, & Reb, 2003; Schwarz, 1990; Watson, Clark, & Tellegen, 1988) in that they are relatively short-lived and tied to a particular triggering event (Elfenbein, 2007; Frijda, 1986).”
Asymmetric effects of customer emotions on satisfaction and loyalty in a utilitarian service context (2017, background): “Elfenbein (2007) suggests that cognition (appraisal) and emotion occur together in response to a stimulus.”
Ambivalence in Organizations: A Multilevel Approach (2014, background): “2Given that cognition and emotion are typically intertwined (Elfenbein 2007)—particularly in cases of intense ambivalence— we will not explore differences between cognitive ambivalence and emotional ambivalence (see Lavine et al.”
The many faces of emotional contagion (2014, positive): “However, influence is reciprocal, and each permitted pathway in Figure 1 from the source to the recipient can be connected back again to the source (Elfenbein, 2007).”
Just Feelings? The Role of Affect in the Formation of Organizational Fairness Judgments (2011, background): “Formative Influence of Incidental Discrete Emotions Emotions have well documented interpersonal effects (Elfenbein, 2007; Hareli & Rafaeli, 2008), which is to say discrete emotions play a critical role in conveying one’s inner state to (Keltner & Kring, 1998), and in eliciting a reaction from, inter”
Sensemaking and emotion in organizations (2013, methodology): “semaking research on emotion-related processes in organizations (Bartunek, Balogun, & Do, 2011; Elfenbein, 2007; George & Jones, 2001; Huy, 2002, 2005).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “Elfenbein (2007) theorizes that leader and/or follower positive affective disposition benefits LMX quality, while negative affective attributes have more deleterious outcomes.”
Legitimacy‐as‐Feeling: How Affect Leads to Vertical Legitimacy Spillovers in Transnational Governance (2014, positive): “…through 3 We use affect as an umbrella term that refers to mood—an enduring yet diffuse state associated with no particular legitimacy subject and antecedent cause—and emotion, a more focused reaction that is related to a specific subject and a definitive cause (Elfenbein, 2007; Russell, 2003).”