Beyond Facts and Figures: The Role of Emotions in Boardroom Dynamics

102 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.

From hero to villain to hero: Making experience sensible through embodied narrative sensemaking (2012, unknown): “Third, it is acknowledged that emotion is integral to sensemaking in many contexts such as boardroom dynamics (Brundin and Nordqvist, 2008), leadership”
Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources (2012, background): “Similarly, Brundin and Nordqvist (2008) found that power and status dynamics in the boardroom depended on the energy that participants experienced.”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, background): “It may seem intuitive to presume that ENEs would tear apart the relationships among team members (e.g., Brundin and Nordqvist, 2008; Liu and Maitlis, 2014).”
Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings (2014, background): “Previous work in the strategy-as-discourse tradition has signalled the importance of emotion in strategy discourse (Samra-Fredericks, 2004; Tracy, 2007) and highlighted problems associated with the display of negative emotion in strategizing meetings (Brundin and Nordqvist, 2008; Edmondson and Smith”