Research Companion to Emotion in Organizations
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Research Companion to Emotion in Organizations

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.
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Chapter 23: Emotion in Conflict and Negotiation: Introducing the Emotions as Social Information (EASI) Model

Gerben A. Van Kleef


23 Emotion in conflict and negotiation: introducing the emotions as social information (EASI) model Gerben A. Van Kleef Introduction Conflict is omnipresent in organizational life. One of the most common and constructive ways of resolving conflict is through negotiation, which can be defined as a discussion between two or more parties aimed at resolving a perceived divergence of interests (Pruitt & Carnevale, 1993). For example, members of a work team may negotiate the division of labor, employees may negotiate with their bosses about a salary raise, and CEOs may negotiate the terms of a merger. As we all know from personal experience, conflict and negotiation often bring about intense emotions, which may in turn strongly influence negotiation behavior and conflict development (Barry et al., 2004). But how do emotions influence conflict behavior? In this chapter I review research that is pertinent to this question, and I introduce a model that accounts for the interpersonal effects of emotions in conflict and negotiation: the emotions as social information (EASI) model.1 When thinking about the role of emotions in conflict and negotiation, it is helpful to distinguish between intra- and interpersonal effects (see Morris & Keltner, 2000; Van Kleef et al., 2004a). Intrapersonal effects refer to the influence of an individual’s emotions on his or her own behavior. Among other things, positive moods and emotions have been shown to increase concession making (Baron, 1990), stimulate creative problem solving (Isen et...

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