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Although cultural beliefs about gender differences in emotional experience and expression are pervasive, empirical evidence does not always bear out those beliefs. This disjuncture has led scholars to argue for the examination of specific emotions in specific contexts in order to understand more clearly the conditions under which gender differences emerge. Heeding this call, we focus on the justice context, reviewing and investigating men's and women's feelings about and emotional displays regarding distributive justice. Using a vignette study, we specifically examine how gender and the contextual factors of procedural justice, legitimacy of the decision-maker, and gender of the decision-maker affect emotional responses of injustice victims. We argue that a focus on the gender combination of actors in a situation moves the study of gender and emotions beyond the assumption that gender-specific cultural beliefs dictate individual's feelings across situations. Our findings show few gender differences in the experience and expression of anger, resentment, and satisfaction. Rather, contextual factors, including the gender of the decision-maker, had stronger effects on emotional responses than gender of the victim. In our justice situation, then, context matters more than gender in understanding emotional responses.

This study examines emotionologies (Stearns & Stearns, 1985), that is, attitudes that members of an inter-organizational information systems (IOIS) project hold toward emotions and their appropriate expression and regulation in this project. In order to understand attitudes toward emotions and emotion regulation, we suggest the adoption of the concept of emotion structure, consisting of emotion rules and resources (Callahan, 2004).

To investigate the kinds of emotionologies present in this IOIS development project, we have chosen a qualitative case study approach. Our data consists of 41 qualitative interviews, collected in two phases.

We trace how emotion rules and corresponding emotion regulation strategies change among the sub-groups working in the project throughout their first year of collaborating. We show that organizational actors are skilled emotion managers, whose behavior is guided not only by many collective emotion rules (professional, organizational, social) but also by personal emotion rules. Our findings also suggest the need to critically reflect on certain emotion rules, such as those pertaining to the expression of fear and anger, and their potential positive and negative implications on project work.

We argue that group emotionologies with their professional, organizational, and social emotion rules interact with personal emotion rules, resulting in interesting emotion regulation strategies that often try to minimize emotional dissonance, sometimes at the expense of risking open conflict among project members. With this in mind, one theoretical and practical suggestion is to further explore the potential constructive implications of experiencing and expressing fear in projects.

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.

We conducted a pilot study to compare the emotions experienced by Dutch and Chinese students during a face‐to‐face negotiation role play. Emotions play an important role in negotiations because they influence the behaviour and judgments of negotiators. The Data Printer case developed by Greenhalgh was used to examine the patterns of feelings that emerge during negotiations. One hundred and four participants (62 Chinese and 42 Dutch post graduate students) role‐played two different characters who were confronted with a payment dispute regarding the servicing of a defective printer. The results of the MANOVA and of the Factorial Analysis demonstrates that culture as a carrier of social values and norms did influence the emotional reactions of the people socialised in different cultural contexts. The paper concludes that in order to facilitate conflict resolution and interpersonal communication amongst protagonists in mono as well as in inter‐cultural negotiation context individuals should learn to manage their emotions constructively.

The purpose of this study is to examine the nature of the emotions experienced by targets of bullying in the workplace.

A sample of 180 employees in Canada took part in a cross‐sectional self‐report survey study.

The study found that, for men, in the presence of belittlement and work being undermined, verbal abuse was negatively associated with confusion, suggesting an active coping strategy. In contrast, for women, in the presence of belittlement and work being undermined, verbal abuse was positively associated with confusion, suggesting a passive coping strategy.

Although this study's cross‐sectional methodology provided a static snapshot of the emotions of bullying, it may be informative to capture emotions as they arise in response to specific episodes and forms of bullying as well as in response to repeated acts of bullying.

Workers should be offered resources for understanding and coping constructively with their emotions, training in interpersonal sensitivity to become more aware of and responsive to others' feelings, and the opportunity to work in respectful workplace climates.

Specific emotions were examined that are associated with exposure to different forms of bullying, and the career‐related implications of these findings are discussed.

Seeking employment was the other major area of activity. In some cases, the delays already referred to — legal proceedings and continuing involvement in the previous job — delayed the seeking of a new job. Several men commented also on other uncontrollable factors that enforced a delay, particularly public holiday periods when employers were not interested and strikes, both in related industries and in one case in the printing industry where relevant journals were not published. Hence, it was not always possible to start looking for a job straight away. However, excluding these delays, the pattern of job hunting was as follows:

We can meet the challenge to perceive, appreciate and cherish diversity in the postmodern organization by recognizing that a multitude of persons exist in every organization and in each person. Concepts and practices from Gestalt therapy and archetypal psychology help us to become aware of and learn from our many voices and perspectives. As we accept our own multiplicity we initiate, maintain and appropriately bring to closure contact with others. This changes our socially enacted environment. As change agents we can facilitate others to do the same.

This study aims to document the emotions experienced by women achieving high levels of organizational success and investigate what differences, if any, existed between C-Suite women in the West* and China** in this regard.

In total, 105 senior female leaders in Mainland China and the West participated in an in-depth electronic survey about their leadership journeys.

The emotional associations with the pathway to high-level positions were generally positive with gratitude, hope, excitement and pride standing out, but Western female leaders were significantly more likely to express fear and feeling overwhelmed than their counterparts, whereas significantly more Chinese female leaders reported feeling inadequate than the Western women. The Chinese sample reported directionally more positive emotions than Western ones. The Chinese women cited curiosity, joy and relief, but Western female leaders made no mention of these emotions in their leadership journeys.

Little has been published on the emotions that women experience on their way to very high-level positions. Many of these studies used other people’s perceptions of female leaders to understand their reactions to the biases and challenges facing them. This study elicited direct responses from female organizational leaders. Research comparing the journeys of Western and Chinese C-Suite women is limited. These results can be useful for educators and human resource professionals in supporting female career advancement in Mainland China and the West.

Regarding how the public regulation of human services is perceived within welfare organizations and how the latter cope with it, the role of emotions (as mediators between structure and agency) proves highly relevant while often being hidden beneath the surface. This article shows how a specific approach to such regulation – here: managerialism – may impact on “emotional regimes” at the organizational and individual level, affecting the attainment of organizational goals and workers' health.

The article primarily draws on multiple qualitative case studies across two welfare sectors (four organizations) in Germany (continuing education/active inclusion; long-term care). The study research was conducted between 2020 and 2022 and based on 36 interviews with caseworkers and managers, focus group interviews and expert dialogues at industry level.

The results suggest that the managerialist regulation of welfare services breeds complex and ambiguous emotional regimes. Business-like management techniques elicit various emotions, affecting the motivational basis of human service work. While the experience of hard challenges may raise positive feelings, coping patterns often put strain on organizations and staff alike. In the short run, related emotional regimes tend to make service delivery proceed smoothly, yet in the long run they may have corrosive effects and problematic repercussions on macro-level developments.

The study highlights the role of emotions in publicly regulated human service settings by intermingling macro- and micro-level processes and thereby broadens the perspective of welfare state research as it reveals the impact of (managerialist) regulation on the dynamic organizational chemistry of such settings.

Cognitive analytic therapy (CAT) has a developing evidence base for working with complex cases including personality disorder. This article describes the use of CAT with a single 25‐year‐old male patient with severe personality difficulties who was residing in a medium secure hospital. It is suggested that, in treatment of severe personality difficulties, rather than aiming at ‘cure’, therapy may have a more modest goal such as movement from personality‐disordered functioning to adequate or optimal personality functioning.