New Horizons in Management series
Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 21: Emotions as Social Entities: Interpersonal Functions and Effects of Emotion in Organizations
21 Emotions as social entities: interpersonal functions and eﬀects of emotion in organizations Shlomo Hareli, Anat Rafaeli and Brian Parkinson Introduction The ﬁeld of organizational behavior has undergone an ‘aﬀective revolution’ (Barsade et al., 2003), with growing interest in the functions and inﬂuence of emotions in diﬀerent organizational contexts (Ashkanasy et al., 2000; Fineman, 2000; Brief & Weiss, 2002; Lord et al., 2002). More and more, emotions are recognized as relevant to organizational life on multiple levels and in diﬀerent contexts, including interactions between individuals (Rafaeli & Worline, 2001) and between or within groups (Kelly & Barsade, 2001; Bartel & Saavedra, 2000) and organizations (Huy, 1999). Studies of emotion in organizations have focused primarily on the antecedents and consequences of aﬀective reactions. A notable example of this trend is the idea of ‘aﬀective events theory’ (AET) suggested by Weiss and Cropanzano (1996) and followed up in subsequent research (e.g., Fisher, 2002; Grandey et al., 2002). The underlying logic of AET is that emotions inﬂuence behavior, so that the emotions experienced by an individual while performing a particular task inﬂuence that individual’s performance in subsequent tasks. In line with AET, scholars have considered the inﬂuence of individual aﬀect on diﬀerent aspects such as behavior, motivation, creativity, and interpersonal judgments (Forgas & George, 2001). Work on group emotion similarly suggests that the emotional tone within a group is critical to the performance of individual group members and of the group as a whole (Bartel & Saavedra,...
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