Understanding The Dual Nature of Ambivalence: Why and When Ambivalence Leads to Good and Bad Outcomes

By Naomi B Rothman, Michael G. Pratt, Laura Rees, Timothy J. Vogus. 2017

288 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/dcb3d32966ebde8c05fcb7d2060b28da74d903ac

How researchers see this paper

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

In Experimental and Cognitive Psychology

1. M. Ojala
2. Yves R. F. Guillaume
3. Allan Lee
4. P. Pihkala
5. S. Clayton
6. K. Stevenson
7. Nils Peterson

In Organizational Behavior and Human Resource Management

1. G. Thomas
2. Allan Lee
3. Yves R. F. Guillaume
4. Robin Martin
5. M. Ojala
6. Deanne N. den Hartog
7. O. Epitropaki
8. A. D. De Hoogh

Citations in the corpus

• Conditions for Transformative Learning for Sustainable Development: A Theoretical Review and Approach (2018, background): “However, others argue that ambivalence can make people more reflective and aware of their habits, opening up for learning and create possibilities for change [116,117].”
• Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, background): “, 2014) and, in particular, the moderators that explain when different outcomes of ambivalence arise (Rothman et al., 2017).”