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Purpose – The aim of this study is to determine the impact of feeling bored on managers' decision-making in the digital age under conditions of increased uncertainty by examining the role of personality trait openness and empirically testing such relationships within the context of retail middle managers.

Design/methodology/approach – Feeling bored was defined within a broader Decision-Making Process Model, which included the personality trait openness. An empirical study with retail middle managers was conducted to examine the relationships between feeling bored and decision-making competence (DMC). Regression models were fit to test whether feeling bored affects DMC and whether the associations were moderated by personality trait openness.

Findings – In the relationship between feeling bored and DMC, the moderating role of the personality trait openness was established. Results showed that feeling bored has a significant negative association with middle managers' confidence levels and risk perceptions when making decisions. Results also provided evidence that the learning component of personality trait openness plays a moderating role in the relationship between feeling bored and DMC. Most notably, the learning component of personality trait openness neutralizes the negative effects of feeling bored on managers' ability to remain appropriately confident when making decisions. In addition, the learning and inquisitive components temper the positive association between mood excited and risk perceptions. Limitations to the study are outlined.

Practical implications – Since trait openness (specifically its learning component) benefits decision-making contexts, it makes trait openness a worthy criterion to include when screening aspirant retail middle managers. The benefits of trait openness (specifically its learning component) for middle managers and their teams (especially when they are feeling bored) are indicated, since learning neutralizes the negative effect feeling bored has on appropriate confidence levels in retail management decision-making contexts.

Twenty-first century education has been reconfigured to keep up with growing societal shifts in an effort to support a wide variety of learners. As changes occur, the workload for teachers continues to expand with little to no support and resources within classroom spaces to keep up with the current times. Post pandemic, the expectations and systems have shifted emphasizing the need for more programming around social emotional learning and systems to help mitigate the learning disruption. The insurmountable pressure placed on teachers has led to a robust and persistent departure of the profession causing the entire education system to rethink the policies, structures, and systems that influence teacher burnout.

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.”

The purpose of this chapter is to explore whether and how angel investors’ emotions unfold in the investment opportunity evaluation process as they interact with the social environment. Complementing recent research that has emphasized the financial calculations, we add angel investors’ own emotional arousal to the list of tools that may help them to rate investment opportunities.

Drawing on semi-structured qualitative interviews, we develop a phenomenological analysis of the investment opportunity evaluation process at the level of angel investors’ lived experience.

Our findings indicate that when angel investors use their emotional arousal in evaluating investment criteria, they engage in a developmental process characterized by three elements: subjective validation, social validation, and investment decision.

We illuminate how discrete emotions can complement rational considerations in the opportunity evaluation journey. Capturing the nature of emotion as action oriented, embodied, socially situated, and distributed, we embrace its adaptive socially situated dynamics.

Taking a step toward better understanding of the soft aspects in the relationship development that leads to investments, we hope this study will help not only those entrepreneurs who need funding but also those policymakers who design new incentives that improve the flow of investment into promising new ventures.

We demonstrate how angel investors’ emotions can complement their rational considerations in the investment opportunity evaluation process as they interact with the social environment. Identifying boundary values for the conditions that are necessary and sufficient to advance in the process, we have demonstrated how emotion can serve as a driving or restraining force not only during subjective validation but also during social validation.

Purpose: We examine how one's occupational class affects emotional experience. To do this, we look at both general affective outcomes (job satisfaction, respect at work, and life happiness) and the experience of specific positive emotions (overjoyed, proud, and excited) during the week.

Methodology/Approach: Using affect control theory simulations, we find the characteristic emotions of four occupational classes, derived from Maloney's (2020) block model analysis: everyday specialists, service-to-society occupations, the disagreeably powerful, and the actively revered. Using these characteristic emotions, we make predictions about how likely it is that individuals in these occupational classes will report workplace affective experiences: job satisfaction and respect at work, and broader affective experience: general happiness in the prior year. Lastly, we generate and test predictions about everyday emotional experience of positive emotions.

Findings: We find mixed results for our hypotheses. In general, our predictions regarding the actively revered as the highest status block in Maloney (2020) are supported for general happiness, job satisfaction, and daily emotional experience. However, we find higher probabilities of happiness and job satisfaction for the disagreeably powerful, a lower evaluation but higher power block, than were expected.

Research Limitations: The current analysis uses only 268 occupations out of the 650 occupational titles in the US Census three-digit occupational codes. An analysis that includes the entire occupational structure would be more definitive. Additionally, it would be preferable to have emotion-dependent variables that were specifically tied to work, rather than broader emotional experience, to have a cleaner test of our hypotheses about occupational identities.

Practical and Social Implications: Prior research has shown how the emotional experiences associated with different identity labels can explain mental health outcomes, workplace anger, and broader patterns of inequality (Foy, Freeland, Miles, Rogers, & Smith-Lovin, 2014; Kroska & Harkness, 2008, 2016; Lively & Powell, 2016). Understanding how occupational class elicits certain types of emotions in everyday interactions may help scholars explain differences in health and overall life satisfaction across occupations that are not explained by material resource differentiation.

This chapter draws upon empirical data collected with former violent extremists in the UK to address the phenomenological attractions of engaging in terrorism. We argue that there needs to be more consideration of the attractions of belonging to a terrorist organization and a more thorough appreciation of the experiences that attract people to acts of terrorism. This chapter begins to address these issues by engaging with Jack Katz's (1988) research on the phenomenological foreground, the compelling and seductive qualities of engaging in criminal acts. Katz's highly original and influential research shifts attention away from traditional criminological approaches that emphasize structural background factors such as class, unemployment, gender, poverty, or education. As Katz argues, this structural level of analysis overlooks the subjective phenomenological feelings that accompany criminal behavior. We argue that this is a serious omission as it is precisely the search for thrill, risk, and intense excitement that can serve to motivate further acts of criminality.

The emergence of strengths-based management may be the management innovation of our time. Nearly every organization has been introduced to its precepts – for example, the insight that a person or organization will excel only by amplifying strengths, never by simply fixing weaknesses. But in spite of impressive returns, organizations and managers have almost all stopped short of the breakthroughs that are possible. With micro tools largely in place, the future of strengths management is moving increasingly to the macro-management level, as witnessed in the rapid and far-reaching use of large group methods such as the Appreciative Inquiry Summit and its next generation design-thinking summit. Macro means whole and, by definition, unites many improbable opposites – for example, it embraces top down and bottom up simultaneously. It is a prime time source of organizational generativity. But the rules of macro-management are different than any other kind, most certainly micro-management. A decade of research and successful prototyping with single organizations, regions and cities, extended enterprises, industries, and UN-level world summits reveals five “X” factors – a specific set of mutually reinforcing elements of success and organizational generativity – and provides a clear set of guidelines for when and how you can deploy the “whole system in the room” design summit to bring out the best in system collaboration. By analyzing the performance and impacts of six case studies of the “whole system in the room” Appreciative Inquiry design summit, this chapter provides a bird’s eye view of the opportunities, challenges, and exciting new vistas opening up in this the collaborative age – a time when systemic action and macro-management skill are the primary leverage points for game-changing innovation, scalable solutions, and generative organizing. The chapter concludes with a call for more research into the stages of large group dynamics and advances a metaphor from the leadership literature – the spark, the flame, and the torch – to give imagery to the “positive contagion” and “the concentration effect of strengths” that happens during an Appreciative Inquiry Summit where 100s and sometimes 1000s come together interactively and collaboratively to design the future.

Leaders in the public service are continually challenged with the requirement to enhance citizen-centered services while decreasing the cost to provide them. Administrative processes and approvals require significant lead-up time to engage the public, discuss proposals and changes with numerous staff levels, public advisory committees, and finally, Council. Implementation is a whole other process. Often issues are cross-sectoral and require multidisciplinary actions to be effective. The labyrinth of achieving success and better outcomes is exciting and requires courage, innovation, and a certain nimbleness. This chapter speaks to the experiences of a senior level public servant who has the way. Concepts such as leadership styles, value-driven teams, appreciative inquiry, pride, and alignment, managing change, and self-care are discussed.

The world of the Action Film is a complex one. Whilst explosions may go off around the hero or heroine, skyscrapers crash into rubble, cars smash into one another, or the villain lives to fight on in another sequel, one thing is certain: the action film, loved and loathed in equal measures, remains a staple genre in cinema.

Sylvester Stallone's first appearance as John Rambo in First Blood was in 1982. It seems only logical, then, that this first edited collection in a three-volume publication is dedicated to the first 20 years in which action cinema began in earnest and grew to what it is today. By focusing on the 1980s to 2000, it becomes apparent that the action film is not simply gung-ho heroics played out to an expectant audience. Rather, it is a complex one, and one that demands further investigation.

This cutting-edge collection focuses on such areas of study include new, exciting and bold work on gender linked to vehicles, an LGBTQ+ case study of the Angel trilogy, star studies of Keanu Reeves and Arnold Schwarzenegger, sword and sorcery films, buddy-buddy cop movies, international examinations of action in both the films of Wong Kar-Wei and Colombian national cinema, and much more. Each chapter is housed within an academic framework and in-depth analysis is throughout.

This is the first volume in Emerald Publishing's bold examination of gender in action cinema. The following volumes will look at post-2000 work, focusing on Stars, Warriors, Bombshells and Atomic Blondes, and Transformations in action cinema. Much work has been written on action cinema, but in this collection you will time travel back to two decades in which one of the most spectacular genres erupted onto cinema screens. Whilst the action movie may still have its detractors, this book has been written for you to explore the complexities of gender portrayals in this genre. Above all else, it has been written for you to enjoy.