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In order to gain a deeper understanding of how emotional dynamics play out in organizations, a better understanding of the underlying structure of emotions in the workplace is needed. This study set out to investigate the emotional reality of work teams that are confronted with organizational change and to create a feeling scale that can be used to analyze and evaluate the emotional experience of employees involved in and affected by the change. This chapter outlines the results of an iterative statistical analysis to determine the underlying structure of emotions and basic dimensions on which emotions can be categorized. Feeling scales ranging in length from 22 to 42 feeling items were answered by up to 26,900 respondents as part of employee surveys that were used to investigate the subjective perception of organizational change. Factor analysis and self-organizing maps (SOMs) analysis were used in order to cluster and differentiate the underlying basic categories of emotions. The results show that feelings are mainly differentiated as either positive or negative and that those two main factors consist of seven underlying categories, which are summarized as the emotion scales: “Passion,” “Drive,” “Curiosity,” “Defiance,” “Anger,” “Fear and Distress,” and “Damage.” The basic dimensions of the emotions were “hedonic tone” and “affective focus.”

While emotions and feelings arise in the singular personality, they may also develop a normative dimensionality in a plural agency. The authors identify the cybernetic systemic principles of how emotions might be normatively regulated and affect plural agency performance. The purpose of this paper is to develop a generic cultural socio-cognitive trait theory of plural affective agency (the emotional organization), involving interactive cognitive and affective traits, and these play a role within the contexts of Mergers and Acquisitions (M & A).

The authors integrate James Gross’ model of emotion regulation with the earlier work on normative personality in the context of Mindset Agency Theory. The agency is a socio-cognitive entity with attitude, and operates through traits that control thinking and decision making. These traits are epistemically independent and operate on a bipolar scale; with the alternate poles having an auxiliary function to each other – where the traits may take intermediary “balanced” states between the poles.

Processes of affect regulation are supposed to go through three stages: first, identification (affective situation awareness); second, elaboration of affect is constituted through schemas of emotional feeling, which include emotion ideologies generating emotional responses to distinct contextual situations; third, execution: in the operative system primary emotions are assessed through operative intelligence for any adaptive information and the capacity to organize action; and turned into action, i.e. responses, through cultural feeling rules and socio-cultural display rules, conforming to emotion ideologies.

This new theory provides guidance for framing multilevel interaction where smaller collectives (as social systems) are embedded into larger social systems with a culture, an emotional climate and institutions. Thus, it is providing a generic theoretical frame for M & A analyses, where a smaller social unit (the acquired) is to be integrated into a larger social unit (the acquirer).

Understanding interdependencies between cognition and emotion regulation is a prerequisite of managerial intelligence, which is at demand during M & A processes. While managerial intelligence may be grossly defined as the capacity of management to find an appropriate and fruitful balance between action and learning orientation of an organization, its affective equivalent is the capacity of management to find a fruitful balance between established emotion expression and learning alternate forms of emotion expression.

Understanding interdependencies between cognition and emotion is a prerequisite of social, cultural and emotional intelligence. The provided theory can be easily linked with empirical work on the emergence of a cultural climate of fear within societies. Thus, “Affective Agency Theory” also has a bearing for political systems’ analysis, what, however, is beyond the scope of this paper.

The paper builds on the recently developed Mindset Agency Theory, elaborating it through the introduction of the dimension of affect, where cognitive and affective traits interact and become responsible for patterns of behaviour. The model is providing a framework which links emotion expression and emotion regulation with cognitive analysis.

The communication effect of four types of alcohol advertisement, i.e. humorous, warm, erotic and non‐emotional, are studied in Belgian and Polish samples of young consumers. Ad recognition, brand attribution, ad evoked feelings, cognitive and affective reactions, attitude towards the ad, the brand and purchase intention, are measured and compared between the Belgian and the Polish group. A lot of similarities between Polish and Belgian subjects emerge. Emotional appeals generate a more positive ad and brand attitude, and humour is the most effective emotional appeal. Basic ad evoked feelings are very similar in both groups. On the other hand, some differences are observed. Erotic ads do a better job in Poland than in Belgium. An evoked irritation leads to negative communication effects only in Belgium, but not in Poland. Polish consumers seem to rely more on cognitive responses to form an attitude towards the brand, while affective responses are more important for Belgium consumers.

Previous research on emotional labor has typically been conducted at the individual level of analysis, despite the fact that many organizations have incorporated work teams into their business model. The use of work teams turns emotional management into a group task on which employees work as a collective. The present chapter proposes a conceptual model that describes the antecedents and consequences of team-level emotional labor. We propose that work groups often impose positive display rules (express integrative emotion) and negative display rules (suppress differentiating emotions) on their members. Positive display rules generally trigger group-level deep acting, whereby teammates seek to change their internal feelings. Negative display rules generally trigger surface acting, whereby teammates retain their actual emotions but do not actually express differentiating feelings. These two dimensions of emotional labor, for their part, impact emotional exhaustion. Deep acting one's positive emotions lowers emotional exhaustion and surface acting increases it. We discuss the consequences of our model for workplace behavior, such as performance. We also discuss how the relationships involving emotional labor change when one considers these constructs at the group-level of analysis.

Collectivist organizations like worker cooperatives are known for requiring high levels of participation, striving toward community, and making space for affective relationships among their members. The emotional intensity of such organizations has long been considered both an asset and a burden: while personal relationships may generate solidarity and sustain commitment, interpersonal interactions can be emotionally intense and, if left unmanaged, can even lead to organizational demise. How do collectivist-democratic organizations manage emotions to create and sustain member commitment? This study draws on long-term ethnographic fieldwork in a worker-run, worker-recuperated business in Argentina to analyze the emotional dynamics of a democratic workplace. First, the author shows how members of the cooperative engage in emotional labor not only in their customer service, but also through their participation in lateral management and democratic governance. An analysis of individual feeling management, however, provides only a partial picture of emotional dynamics. Drawing on the theory of interaction ritual chains, the author argues that workplace practices like meetings and events can produce collective emotions that are critical to maintaining members’ commitment to the group. Finally, the author shows how interaction ritual chains operate in the BAUEN Cooperative, tracing how symbols of shared affiliation circulate through interactions and are reactivated through the confrontation of a common threat. The author concludes by reflecting on implications for future research on emotions in collectivist organizations and participatory workplaces more broadly.

Approaches the issue of productivity in services from a phenomenological perspective. Refers to embodiment, expression and emotion in working life of services. Discusses an understanding of post‐industrial service work and a corresponding service‐productivity culture. Presents the concept of “communities of productive practice”. Offers managerial and organizational implications for an embodied productivity.

Consumers' emotions have a significant influence on purchase and consumption decisions for a wide variety of products. A good example of this phenomenon can be found in the candy and snack market, where consumer responses are a product of a sizable number of emotion‐laden situations that may be exploited in advertising strategy. Candy is often used as a reward for appropriate behavior in childhood, as well as a gift or positive “message” among adults for events such as Valentine's Day, anniversaries, and birthdays. On the other hand, many consumers believe that candy and snacks have negative consequences if they are used excessively. By capitalizing on these and similar past experiences through the firm's advertising efforts, the marketer of confections can either attempt to alleviate negative, or accentuate positive emotional feelings directed toward the brand or product class. Emotions appear to play a similar role in other consumer products such as tobacco, liquor, automobiles as well as many food products. Emotional, experiential, and aesthetic behaviors that normally lie beyond the scope of traditional marketing are currently receiving extraordinary attention. Although some have argued that these aspects of consumption activity are deserving of study in their own right, practitioners have realized that understanding the dynamics of activities such as emotional experience can assist in developing marketing strategy. Although our present knowledge of buyer and consumer emotional experience is relatively limited, this article will provide some structure to what we do know, in an effort to apply it to the advertising area.

The purpose of this chapter is to highlight the importance of including emotional intelligence training with programs related to providing mentorship to others. Formal mentoring programs, established with specific goals and objectives, need foundation work for context in order to be successful. This chapter pulls from professional literature, important basic components of both emotional intelligence skills and attributes for successful mentoring. By demonstrating the relationship between emotional intelligence and mentors who are successful, future programs and activities within the workplace regarding formal mentorship structures can be influenced positively. There is a relationship between having good emotional intelligence skills by people who mentor and being successful within the mentoring relationship. Mentors who are more self-aware of their own emotions are more likely to manage a mentoring relationship more positively and with better outcomes. Library and information science professionals are undergoing tremendous change within the professional environment, the establishment of mentoring networks can greatly influence professional turnover. The opinions and concepts presented from professional literature has been used and adapted by the author in various workshops and presentations. It is this practitioner’s opinion that any formal mentoring program should start with providing a foundation of emotional intelligence skills for the mentors.

Recent years have seen an upsurge of interest in the study of emotions in organizations. Research, however, has been hampered by the ephemeral nature of emotions and a lack of an integrated multi-level model. This article therefore presents a five-level model of emotions in organizations. At the lowest level is within-person variation, defined in terms of affective events theory. Levels of the model then proceed through individual, dyadic relationship, group, and organization-wide perspectives. The article also outlines the neurophysiological processes that underlie the experience, perception, and communication of emotion; it concludes with a discussion of implications for research and practice.