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Previous research has demonstrated the importance of emotion recognition ability in negotiations and leadership, but scant research has investigated the role of emotion recognition ability in service contexts. The purpose of this paper is to propose and test a compensatory model in which service employees’ emotion recognition ability helps enhance their job performance, particularly when employees score low on the agreeableness personality dimension or have low cognitive ability.

With a two-wave multisource dataset collected from a service center of a large retail bank, multiple regression analysis was used to test the moderating roles of agreeableness and cognitive ability on the relationship between service employees’ emotion recognition ability and their performance.

Service employees’ emotion recognition ability helped enhance their job performance. However, the positive effect of emotion recognition ability on job performance was only statistically significant when employees’ agreeableness or cognitive ability was low.

The findings have important implications for how service organizations select and recruit employees. In particular, service employees with low agreeableness or cognitive ability may still be able to perform well when possessing high emotion recognition ability. Therefore, emotion recognition ability should be considered in the selection and recruitment process.

Going beyond self-report measures of emotion recognition and using a performance measure from organizational records, this study is one of the first to examine how emotion recognition ability interacts with personality and cognitive ability in predicting service employees’ effectiveness in a service organization.

The purpose of this paper is to compare conflict management behaviors of American and Chinese managers. Its main aim is to uncover cultural differences in the way Chinese and American managers approach conflict – thereby developing a more thorough understanding of conflict management across cultures.

Inductive analysis is used to uncover conflict management constructs that are unique to each culture. Structured interviews and multidimensional scaling techniques are used.

Results show that the conflict management behaviors suggested by American and Chinese managers are different. For Chinese managers alone, embarrassing the colleague and teaching a moral lesson is an important element. For American managers alone, hostility and vengefulness are important elements. Results suggest that both cultures acknowledge avoidant approaches, but the underlying intentions for Americans alone are associated with a lack of confidence.

Results are based on one conflict scenario and the participants are managers working in mainland China. These factors may limit the generalizability of the results.

The findings of this paper suggest that managers should consider cultural differences in conflict management when diagnosing and intervening in conflict situations in different cultures.

The authors present new concepts for potential inclusion in a comprehensive model of conflict management. The authors illustrate the value of using an inductive approach to improve our understanding of conflict management across cultures.

The purpose of this paper is to explore the effects of undertaking research on both participants and researcher.

Taking an auto/ethnographic approach, the paper provides a reflexive account of the impact of research on identity construction, especially in relation to the specific areas of the accounting profession and motherhood.

There are potential therapeutic effects of undertaking and participating in research.

The paper provides an analysis of a little considered area in qualitative research, namely the effects of the research on those involved.

THE question of the advisability of exercising a censorship over literature has been much before the public of late, and probably many librarians have realised how closely the disputed question affects their own profession.