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The purpose of this paper is to develop a method to quantify the digital economy using a representative measurement approach and use it to analyze the USA, Germany, the Republic of Korea and Sweden.

The research approach of this paper is based on a developed methodology to identify firms of the digital economy by measuring the market capitalization of selected countries in comparison over time using financial databases.

Comparing the market capitalization of the digital economy, the USA lead both in absolute as well as in relative terms. The 11 firms with the largest market capitalization are all American. For Germany, the results show that policy measures should be undertaken to ameliorate competitiveness in the field.

This current measurement only includes public firms. An interesting avenue for future research would be to transfer the approach to investigate private firms.

Previous research has focused on comparing information and communication technologies adoption and infrastructure as well as innovation hubs between countries. The authors are not aware of any paper to date which has compared market capitalization in the digital economy between countries using a representative sample. This paper offers a research approach to measure and compare the digital economy between countries. The methodology could be applied to other countries which seek to benchmark their performance and derive policy measures to be able to compete with jurisdictions leading in the digital economy.

Current research suggests a positive link between followers’ perceptions of their leaders’ expression of positive emotions and followers’ trust in their leaders. Based on the theories about the social function of emotions, the authors aim to qualify this generalized assumption. The purpose of this paper is to demonstrate that followers’ perceptions of leaders’ expressions of specific positive emotions – namely, pride and gratitude – differentially influence follower ratings of leaders’ trustworthiness (benevolence, integrity, and ability), and, ultimately, trust in the leader.

The hypotheses were tested using a multimethod approach combining experimental evidence (n=271) with longitudinal field data (n=120).

Both when experimentally manipulating leaders’ emotion expressions and when measuring followers’ perceptions of leaders’ emotion expressions, this research found leaders’ expressions of pride to be consistently associated with lower perceived benevolence, while leaders’ expressions of gratitude were associated with higher perceptions of benevolence and integrity.

This paper theoretically and empirically establishes that leaders’ expressions of discrete positive emotions differentially influence followers’ trust in the leader via trustworthiness perceptions.

Adopting the theoretical framework of Rational Emotive Behavior Therapy (REBT; Ellis, 1962, 1994), we examine the cognitive antecedents of functional behavior and adaptive emotions as indicators of emotional intelligence (EI) and test central assumptions of REBT. In an extension of REBT, we posit that adaptive emotions resulting from rational cognitions reflect more EI than maladaptive emotions, which result from irrational cognitions, because the former lead to functional behavior. The results of the first study using organizational scenarios in an experimental design confirm central assumptions of REBT and support our hypotheses. In a second correlational study we replicate the connection between rational cognitions and EI by measuring real person data using psychometric scales. Both studies indicate that irrational attitudes result in reduced job satisfaction.

The purpose of this paper is to demonstrate the influence of two different facets of pride – authentic and hubristic – on helping.

Hypotheses were tested combining an experimental vignette study (n=75) with correlational field research (n=184).

Results reveal that hubristic pride is associated with lower levels of intended helping compared with authentic pride when experimentally induced; further, trait hubristic pride is negatively related with helping, whereas trait authentic pride is positively related to helping, while controlling for alternative affective and cognitive explanations.

The use of vignettes and self-reports limits the ecological validity of the results. But when considered in combination, results provide important indications on how helping can be fostered in organizations: by emphasizing successes and the efforts that were necessary to achieve them.

The results highlight the differential effects of discrete emotions in organizations.

Céleste M. Brotheridge is a professor of organizational behaviour with the Départment d'organisation et ressources humaines in the École des sciences de la gestion at the Université du Québec à Montréal. She completed her PhD in organizational behavior and research methods at the University of Manitoba. Dr. Brotheridge publishes and conducts research primarily in the areas of burnout, emotions, and bullying in the workplace. She is the chair of the Organizational Behaviour Division of the Administrative Sciences Association of Canada and a member of the editorial boards of the International Journal of Stress Management and the Journal of Managerial Psychology.

If we are to better understand what it means to think “sustainably,” the entrepreneurship literature suggests that entrepreneurial cognition offers us two powerful tools. Human cognition operates with two nearly parallel systems for information processing, intentional and automatic. Entrepreneurial cognition has long focused on how entrepreneurial thinking and action are inherently intentional. Thus, intentions-based approaches are needed to understand how to encourage the identification of actionable sustainable opportunities. But first, however, we need to address key elements of our automatic processing, anchored on deep assumptions and beliefs. In short, if sustainable entrepreneurship is about addressing sustainable opportunities, then before we can take advantage of research into entrepreneurial intentions, we need a better understanding of how we enact our deep mental models of constructs such as “sustainable.”

As reported in Volume 1 of Research on Emotions in Organizations (Ashkanasy, Zerbe, & Härtel, 2005), the chapters in this volume are drawn from the best contributions to the 2004 International Conference on Emotion and Organizational Life held at Birkbeck College, London, complemented by additional, invited chapters. (This biannual conference has come to be known as the “Emonet” conference, after the listserv of members.) Previous edited volumes (Ashkanasy, Härtel, & Zerbe, 2000; Ashkanasy, Zerbe, & Härtel, 2002; Härtel, Zerbe, & Ashkanasy, 2004) were published every two years following the Emonet conference. With the birth of this annual Elsevier series came the opportunity for greater focus in the theme of each volume, and for greater scope for invited contributions. This volume contains eight chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as four invited chapters. We again acknowledge in particular the assistance of the conference paper reviewers (see the appendix). In the year of publication of this volume the 2006 Emonet conference will be held in Atlanta, USA and will be followed by Volumes 3 and 4 of Research on Emotions in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.uq.edu.au/emonet/.