Search results

The study aims to evaluate the effect of inducing emotions (neutral, joy and fear) on the level of visual attention in beer advertisements.

A between-subject experimental study with a multi-method design was carried out using three neuroscience equipment concomitantly. The electroencephalogram and the electrical conductance sensor on the skin were used to assess the emotions induced in the individuals, while eye-tracking was used to assess the visual attention to beer advertisements. Three independent groups were formed. Each group was induced to one emotion (neutral, joy or fear), and then the level of visual attention was observed in ten stimuli of beer advertisements.

The results revealed that the induction of joy increased the visual attention to the brand name, while the induction of fear increased the visual attention to both the brand name and product packaging but reduced the visual attention to human faces within the ads.

This paper extends the literature, and to the best of the authors’ knowledge, it is the first study to indicate that induced emotions before ad viewing influence potential consumers’ visual attention.

The findings can serve as a basis for developing advertising campaigns that use emotion induction before ad viewing to increase the visual attention of potential consumers.

To the best of the authors’ knowledge, this is the first study to investigate whether the emotion induction that happens before ad viewing can impact the level of visual attention to advertisements. The study also provides clear and comprehensible implications from marketing practices to improve visual attention to ads.

The purpose of this paper is to investigate decision-processing effects of incidental emotions in managerial decision-making situations.

A complex multi-attribute, multi-alternative decision task related to international human resources management is used as a research vehicle. The data are obtained by means of an electronic information board.

Happiness and anger cause the decision maker to process less decision-relevant information, whereas fear activates more detail-oriented processing. The results are explained within the valence model and cognitive-appraisal framework.

A boundary condition of the study is the level of induced emotions. Processing effects of extremely high levels of emotions are not examined, which necessarily limits the generalizability of the findings. Also, the experiment focusses on the decision-processing effects of single isolated emotions extracted by manipulations; future research needs to examine decision-making implications of an entire emotion episode, which is likely to contain emotion mixtures.

For managers, this study demonstrates the importance of being mindful of how incidental emotional states can bias choice processing in complex managerial decisions.

This study extends earlier organizational research by focussing on decision-making consequences of emotion, rather than those of mood or stress. It brings together research on incidental emotions and process-tracing methodologies, thereby allowing for more direct assessment of the observed effects. Decision-processing consequences of emotion are shown to persist throughout a content-rich managerial decision task without being neutralized by an intensive cognitive engagement.

The authors consider whether the emotional states of happiness and fear causally affect test performance using a new experiment. The paper aims to discuss this issue.

Happiness and fear are induced with 360-degree videos shown in virtual reality before participants take a test consisting of mathematics scholastic aptitude tests (SAT) questions.

The results show that scores improve by 0.48 standard deviations under the happiness condition, and the effect is particularly large for women (0.75 s.d.). Inducing fear has no effect on test scores.

This is one of the first studies to employ virtual reality for emotion induction. It establishes that test scores can be improved by inducing an emotional state of happiness shortly before the test.

Teams’ emotional skills can be more than the sum of their individual parts. Although theory emphasizes emotion as an interpersonal adaptation, emotion recognition skill has long been conceptualized as an individual-level intelligence. We introduce the construct of team emotion recognition accuracy (TERA) – the ability of members to recognize teammates’ emotions – and present preliminary evidence for its predictive validity. In a field study of public service interns working full-time in randomly assigned teams, taken together positive and negative TERA measured at the time of team formation accounted for 28.1% of the variance in team performance ratings nearly a year later.

Decision-making rationality is said to be bounded by managers’ cognitive capabilities. Recent studies indicate that accounting functions evolved to augment the cognitively bounded human brain in handling complex economic exchanges. The neuroscience discipline suggests that human brains have the ability to implement “automatic” processes of positive versus negative emotional stimuli to make rational decisions. Neuroscientific evidence shows that the activations in the ventral striatum decrease with negative emotional information/motives and increase with positive emotional information/motives. The authors, hence, argue that our understanding of the decision-making rationality in financial and managerial decisions could be enhanced by using a functional neuroimaging approach.

Decision-making rationality has been focal in debt covenant violation and earnings management research. The contracting theory predicts a relationship between managers’ decisions and the proximity of violating debt covenants. However, no prior research has investigated brain activities associated with the evaluation of debt covenant violation and earnings management. Meanwhile, in another strand of research, there is an extensive prior literature concerning the consequences of managers’ decisions and the use of accounting information in relation to their evaluative style, i.e., supervisory style. The authors argue that the relationship between the proximity to debt covenants violation and earnings management incentives is contingent upon managers’ supervisory style. However, no previous research has examined the impact of the supervisory style on earnings management in the context of the proximity to debt covenants violation and other earnings management incentives.

In this research note, we argue that neuroaccounting could be relied on to examine the relationship between the proximity to debt covenants and earnings management, contingent upon managers’ supervisory style, by capturing brain activities. The adoption of the neuroscience functional neuroimaging approach in this field should contribute to the understanding of managers’ behaviors and provide implications for research and practitioners. The goal of this research note is to provide a new avenue for future research in this field.

The purpose of this paper is to demonstrate the implementation of modern technology by using a web camera to facilitate a family intervention (e‐FI) in the treatment of schizophrenia, within a forensic service.

A case study using questionnaire tools to measure outcome variables from the web‐based family intervention was used. Pre‐, mid‐ and post‐treatment scores were compared to present the progression of outcomes throughout the study.

This study provides an account of the successful implementation of a web camera facilitated family intervention in a forensic service. The findings showed improved social, emotional and practical outcomes for the family involved. The ease and acceptability of using the technique is demonstrated.

This study presents a novel application in utilising a web camera to implement family intervention within forensic services with successful outcomes.

This study aims to investigate how gratitude, as compared to pride, can leverage the effectiveness of cause-related marketing, particularly a donation-based promotion. Drawing upon the appraisal tendency framework, this study establishes the underlying process driving these emotion effects. It also examines the moderating role of product type (hedonic vs utilitarian).

Five studies are conducted to test the predictions. Importantly, this study examines the predicted emotion effects across different sources of affect (dispositional, incidental and integral), different subject populations (students and Amazon Mechanical Turk panel) and different product categories (water bottle, chocolate and printer), leading to robust and generalizable findings.

Results show that gratitude (vs pride) increases the likelihood of purchasing a product with a donation-based promotion. This effect is mediated by gratitude’s other-responsibility appraisal and, in turn, increased reciprocity concerns (a serial mediation). Further, this study finds that how the gratitude (vs pride) effect is attenuated when the product is hedonic (but not utilitarian) in nature.

Past study on emotion and cause-related marketing has emphasized the role of negative emotions such as guilt. This study provides empirical evidence on the potential benefit of using positive emotions such as gratitude in cause-related marketing.

The implications of this study can benefit marketers by highlighting the use of gratitude appeals in their cause-related marketing campaigns.

The findings of the present research are significant because they highlight the potential role of a discrete positive emotion – gratitude – in leveraging the effectiveness of cause-related marketing and establish the underlying process driving this effect.

The authors propose that angry individuals are much more likely to consider the emotional state of their partner than are neutral individuals. They then apply a lay theory dictating that anger decreases cooperation and react accordingly by lowering their own level of cooperation.

The authors report four experiments involving different samples, manipulations, payment schemes and interfaces. The methodological approach was to capitalize on the positives of experimental research (e.g. establishing causality) while also trying to conceptually replicate the findings in different settings.

The authors found evidence for a lay theory (i.e. expectation) that anger decreases cooperation, but that actual cooperation was lowest when angry individuals were paired with other angry individuals, supporting the hypotheses.

Anger can spill over from unrelated contexts to affect cooperation, and incidental anger by itself is not enough to decrease cooperation. However, the findings are limited to anger and cannot necessarily be used to understand the effects of other emotions.

Before entering into a context that requires cooperation, such as a negotiation, be wary of the emotional state of both yourself and of your partner. This paper suggests that only if both parties are angry, then the likelihood of cooperation is low.

To the best of the authors’ knowledge, they are the first researchers to address the question of how incidental anger affects single-round cooperation. By going back to the basics, the authors believe that the findings fill a gap in existing research and offer a building block for future research on anger and cooperation.

Today’s work environment requires a new type of leader development. It is no longer enough for leaders to be qualified and knowledgeable. Leaders must be focused, adaptable, and resilient in order to be effective amid the increasingly distracting and chaotic organizational world. We argue that current methods of leader development need to evolve to encompass leader well-being and focus on intrapersonal competencies in order to adequately prepare leaders for today’s stressful work world. We provide a holistic development framework for leaders which we believe is a better match for the intrapersonal capabilities required by leadership roles. Our approach is two-fold. First, we believe it is important to educate leaders on the potential interaction between the external sources of stress and leaders’ neurophysiological and subjective well-being. Second, we believe leaders need different development experiences, ones that can help renew psychological resources. We review four categories of holistic leadership practices – mindfulness, social connections, positive emotion inductions, and body-based practices – which can help to counter the effects of overload and exhaustion. We also discuss the future of holistic leader development and suggest directions for future research.

The purpose of this paper is to test the attenuated-anger and heightened-anger hypotheses of psychopathy by assessing the physiological, behavioral, and subjective measures of anger in individuals with and without psychopathic traits.

In all, 62 male college students were assigned to one of three groups based on evidence of elevated affective-interpersonal (Factor 1) and antisocial lifestyle (Factor 2) traits associated with psychopathy (the IF1+F2 group), evidence of only Factor 2 traits (the F2 only group), or based on the absence of psychopathic traits (the control group), using Gough’s (1957) Socialization scale and a modified, interview only form of Hare’s (1991) Psychopathy Checklist-Revised. To induce anger, participants received unjust criticism about their performance on a computer-based affective lexical decision task and were denied a performance bonus they had reason to expect.

Following provocation, the three groups displayed similar increases in blood pressure, pulse, and self-reported anger. The control and IF1+F2 groups also displayed similar retaliation toward the confederate. However, the IF1+F2 group displayed smaller increases on two of three measures of facial muscle activity associated with anger.

This study is one of the first to assess anger responsiveness in individuals with psychopathic traits using a powerful anger induction and using physiological, behavioral, and subjective indices of anger. It is also the first to assess both the attenuated-anger and the heightened-anger hypotheses of psychopathy. The findings appear largely inconsistent with both perspectives.