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With increased recognition of the existence of emotions in everyday interpersonal interactions, the need for emotions in cross‐cultural interactions has become more…
With increased recognition of the existence of emotions in everyday interpersonal interactions, the need for emotions in cross‐cultural interactions has become more obvious. Emotions play an important role in cross‐cultural expatriate interactions as these experiences are essentially social encounters. Yet, little research addresses the emotions felt and the emotional demands involved in the cross‐cultural interaction. Research on expatriate experiences centres solely on the cross‐cultural training, sensitivity, and adaptability of expatriates. What fails to be addressed, however, is the emotional aspect of this interaction. In this paper, we examine the cross‐cultural expatriate experience, integrating both the cultural and emotional aspects of the interaction. In doing so, we aim to advance understanding of the expatriate experience and the potential reasons underlying expatriate success and failure.
Just as a rotten apple makes other apples around it begin to decay, so too can people influence others within their vicinity, particularly in terms of destructive emotions…
Just as a rotten apple makes other apples around it begin to decay, so too can people influence others within their vicinity, particularly in terms of destructive emotions and behaviors. Trevino and Youngblood (1990) adopted the term ‘bad apples’ to describe individuals who engage in unethical behaviors and who also influence others to behave in a similar manner. In this chapter, the ‘bad apple’ metaphor is adopted to describe the employee whose actions and interactions create and maintain destructive faultlines and unethical exclusion behaviors that negatively impact the emotional well-being and effective and ethical performance of the team. In particular, the chapter examines the way in which ‘bad apples’ use destructive emotion management skills through the manipulation of emotional levers of others, what motivates them to do so and the implications it may have on management.
As in the previous volumes of Research on Emotions in Organizations, the chapters in this book are drawn largely from the best contributions to the bi-annual International…
As in the previous volumes of Research on Emotions in Organizations, the chapters in this book are drawn largely from the best contributions to the bi-annual International Conference on Emotions and Organizational Life. The editors of this series are the co-founders and co-organizers of this event which has come to be known as the “Emonet” conference. Eight of the chapters in this volume were selected from those papers accepted, using a double-blind peer-review process, for inclusion in the fifth Emonet conference held in Atlanta in August 2006. The conference attracted 51 submissions from which a total of 39 paper, symposium, and poster presentations were selected for inclusion on the program. Conference program submission included as chapters in this volume were selected based on their quality and interest, as well as the contribution that they make to the theme of this volume: functionality, intentionality and morality of emotions. The volume is completed by four additional invited chapters.