Emotion, learning and organizing

125 citations recorded by the source corpus.

How researchers see this paper

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

The corporeality of practice-based learning (2010, background): “Third, there is a relative gap in our understanding of the role of emotion in the process of learning, as the works of Fineman (1997), Vince (2002), Gabriel and Griffiths (2002) remind us.”
Anxiety, Politics and Critical Management Education (2010, unknown): “Business Schools and managers have worked together to encourage a particular perspective on learning in organizations, one ‘that promotes defensive attitudes, conservatism and destruction of all new ideas as potentially threatening and subversive’ (Gabriel and Griffiths, 2002, p. 215).”
Emotional intelligence competencies in the team and team leader: A multi‐level examination of the impact of emotional intelligence on team performance (2008, background): “Later, emotional competencies were shown to be crucial for the success of those in leadership positions, especially those in positions to influence the effectiveness of others on the job (Goleman, 1998). Watkin (2000) stated that, “emotional intelligence is found to be the single most important fact”
Enterprise Ritual: A Theory of Entrepreneurial Emotion and Exchange (2008, unknown): “This view is most fully developed in psychodynamic theory, a consideration of which is beyond the present paper's scope, but see Scheff, 1990; Kets de Vries, 1996; Gabriel and Griffiths, 2002.”