Individual emotion in work organizations

By Anat Rafaeli, Monica C. Worline. 2001

154 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/db304301bb3a3971d453346d42f1b5645389197d

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Emotional intelligence competencies in the team and team leader: A multi‐level examination of the impact of emotional intelligence on team performance (2008, background): “As such, they are not only responsible for their own emotions, but also for the emotions of the team they lead and the clients of the team ( Rafaeli and Worline, 2001”
Explaining Compassion Organizing (2006, background): “Emotions have been feared, shunned, or repressed in writing on organizations (Fineman, 1993; Martin, Knopoff, and Beckman, 1998; Rafaeli and Worline, 2001).”
Emotion as a Connection of Physical Artifacts and Organizations (2004, background): “…artifacts and organizations, linking artifacts to the study of emotion in organizations (Ashkenasy et al. 2002, Fineman 2000, Lord et al. 2002, Rafaeli and Worline 2001) and to the study of organizational impression management, organizational image, and organizational reputation (Bromley…”
Organizational pride and its positive effects on employee behavior (2011, unknown): “Don’t be emotional” (Rafaeli and Worline, 2001).”
Explaining Vigor: On the Antecedents and Consequences of Vigor as a Positive Affect at Work (2007, background): “Several studies have documented the role of positive emotions in promoting performance (Huy, 1999; Rafaeli and Worline, 2001; Staw et al., 1994).”
Emotional and learning capability and their impact on product innovativeness and firm performance (2007, background): “However, the writings on the organizational behavior and management literature also argue that emotions may be attributable to organizations as well as to individuals (see, Fineman, 1993; Rafaeli and Worline, 2001; Ashforth and Humphrey, 1995; Domagalski, 1999).”
Pride or Embarrassment? Employees’ Emotions and Corporate Social Responsibility (2015, background): “As Rafaeli and Worline (2001) suggest, emotions emerge within social collectives, so work organizations are filled with emotions.”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “This popularization has tended to elevate the status and legitimacy of emotion as a topic of scholarly inquiry, and has lead to a near explosion of research on the topic ( Barsade, Brief, & Spataro, 2003 ; Brief & Weiss, 2002 ; Rafaeli & Worline, 2001 ), which represents a large-scale reversal of ”
Emotional labour and negative job outcomes: An evaluation of the mediating role of emotional dissonance (2006, background): “The potential conflict between experienced and expressed emotions has been one of organisational research’s most salient issues when examining the effects of engaging in emotional labour (Rafaeli & Worline 2001).”
Emotional labour, burnout and job satisfaction in UK teachers: the role of workplace social support (2011, background): “It has been suggested that the impact of emotional labour on job satisfaction depends upon the context in which it is performed (Bolton & Boyd, 2003 ; Rafaeli & Worline, 2001 ).”
The many faces of emotional contagion (2014, unknown): “Some have gone so far as to say that ‘‘put simply, management’s job has become the management of emotion’’ (Rafaeli & Worline, 2001, p. 107), or that the modern leader is ‘‘an emotional manager’’ (Pescosolido, 2002, p. 584).”