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We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a new model where affective responses associated with stress mediate the impact of workplace stressors on individual and organizational performance outcomes. Consistent with Jordan et al., emotional intelligence is a key moderating variable. In our model, however, the components of emotional intelligence are incorporated into the process of stress appraisal and coping. The chapter concludes with a discussion of the implications of these theoretical developments for understanding emotional and behavioral responses to workplace.

Service recovery strategies have been identified as a critical factor in the success of service organizations. This study develops a conceptual framework to investigate how specific service recovery strategies influence the emotional, cognitive and negative behavioral responses of consumers, as well as how emotion and cognition influence negative behavior. Understanding the impact of specific service recovery strategies will allow service providers to more deliberately and intentionally engage in strategies that result in positive organizational outcomes. This study was conducted using a 2×2 between-subjects quasi-experimental design. The results suggest that service recovery has a significant impact on emotion, cognition and negative behavior. Similarly, satisfaction, negative emotion and positive emotion all influence negative behavior but distributive justice has no effect.

Since its publication in 1996, Affective Events Theory (AET) has come to be regarded as the seminal explanation for structure, causes and consequences of affective experiences at work. AET does not, however, elucidate why, how, and when objects and events in the workplace trigger moods and emotions which in turn influence cognitive and behavioral outcomes. Consequently, AET does not yet provide us with a theoretical basis upon which to predict the way in which contextual, cognitive, motivational, or individual factors might moderate the impact of workplace events on affective states and subsequent behavior. In this chapter, we outline the central tenets of AET, and review a model of the processes underlying AET, with a view to understanding individual differences in the manifestation and consequences of affect in the workplace.

This chapter provides an overview of the state of knowledge about creative media advertising; choosing a novel medium that implicitly communicates the message. It explains what creative media advertising is and how it differs from other unconventional marketing communication formats. It addresses the theoretical mechanisms that explain how creative media affects consumers. Its final purpose is to review all the empirical findings about creative media advertising effects.

This chapter presents a systematic literature review of all the empirical research about creative media advertising that explicitly compares its effectiveness with traditional media advertising. The 11 reviewed articles with 16 experiments appeared between 2005 and 2015.

Overall creative media advertising generated positive evaluative outcomes (e.g., brand attitude) and behavior (e.g., word of mouth and sales). These effects were often mediated by a feeling of surprise and an increase in positive thoughts. It remains unclear whether creative media are perceived as persuasion attempts. Mixed findings exist for cognitive outcomes. Creative media advertising seems beneficial for creating strong brand associations, but brand memory might suffer from the technique if solving the link between the medium and the message takes away mental resources for the brand elements in the advertisement.

By reviewing all the literature about creative media advertising, the authors make recommendations for future research and for using creative media in practice. They emphasize potential boundary conditions and ideal circumstances of using creative media advertising.

Individuals are often stigmatized by virtue of their status on various dimensions and as a consequence, they typically evoke negative cognitions, affect, and emotions among observers. In addition, they are often the targets of both access and treatment discrimination in organizations. Thus, we present a model of the cognitive, affective, and cultural influences on stigmatization in organizations, detail how stigmatization affects human resource management processes and practices, and consider strategies that can be used to reduce the problems faced by stigmatized individuals in organizations.

Role-taking, perspective taking, and empathy have developed through parallel literatures in sociology and psychology. All three concepts address the ways that people attune the self to others’ thoughts and feelings. Despite conceptual and operational overlap, researchers have yet to synthesize existing research across the three concepts. We undertake the task of theoretical synthesis, constructing a model in which role-taking emerges as a multidimensional process that includes perspective taking and empathy as component parts.

We review the literatures on role-taking, perspective taking, and empathy across disciplines. Focusing on definitions, measures, and interventions, we discern how the concepts overlap, how they are distinct, and how they work together in theoretically meaningful ways.

The review identifies two key axes on which each concept varies: the relative roles of affect and cognition, and the relative emphasis on self and structure. The review highlights the cognitive nature of perspective taking, the affective nature of empathy, and the structural nature of role-taking. In a move toward theoretical synthesis, we propose a definition that centers role-taking as a sociological construct, with perspective taking and empathy representing cognition and affect, respectively.

Role-taking is an important part of selfhood and community social life. It is a skill that varies in patterned ways, including along lines of status and power. Theoretical synthesis clarifies the process of role-taking and fosters the construction of effective interventions aimed at equalizing role-taking in interpersonal interaction.

The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime. Based on a longitudinal comparative case study of five business units in a $900-million manufacturing organization in the United States, it shows that people continuously assess how the initiatives will enhance or diminish their individual and organizational identities using four kinds of trust: trust in the organization, trust in leadership, trust in the process, and trust in outcomes. The complex dynamics among these “four trusts” and their influence on responses to change are described. A four trusts model is proposed to help change leaders formulate specific trust-building strategies to increase the probability of success of organizational change initiatives. Implications for research and practice are discussed.

Business ethics provide a potent source of competitive advantage, placing increasing pressure on organizations to create and maintain an ethical workforce. Nonetheless, ethical breaches continue to permeate corporate life, suggesting that there is something missing from how we conceptualize and institutionalize organizational ethics. The current effort seeks to fill this void in two ways. First, we introduce an extended ethical framework premised on sensemaking in organizations. Within this framework, we suggest that multiple individual, organizational, and societal factors may differentially influence the ethical sensemaking process. Second, we contend that human resource management plays a central role in sustaining workplace ethics and explore the strategies through which human resource personnel can work to foster an ethical culture and spearhead ethics initiatives. Future research directions applicable to scholars in both the ethics and human resources domains are provided.

Poor complaint management may result in organizations losing customers and revenue. Consumers exhibit negative emotional responses when dissatisfied and this may lead to a complaint to a third-party organization. Since little information is available on the role of emotion in the consumer complaint process or how to manage complaints effectively, we offer an emotions perspective by applying Affective Events Theory (AET) to complaint behavior. This study presents the first application of AET in a consumption context and advances a theoretical framework supported by qualitative research for emotional responses to complaints. In contrast to commonly held views on gender and emotion, men as well as women use emotion-focused coping to complain.

This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category taxonomy of workplace stressors and we then review theories that explain the relationships between workplace stressors and job performance. The subsequent literature review is divided into two sections. In the first section, we present a summary of Jex's (1998) review of research on the job stress–job performance relationship. In the second section, we provide an updated review of the literature, which includes studies that have been published since 1998. In this review, we evaluate how well the contemporary research has dealt with weaknesses and limitations previously identified in the literature, we identify and evaluate current trends, and we offer recommendations and directions for future research.