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Very limited research exists examining envy from the viewpoint of an envied consumer, rather than an envier. This paper aims to address this gap by examining whether and how the experience of being envied actually affects consumers.

This paper presents three experiments. Study 1 investigates the ambivalent experience of being envied. Study 2 examines the effect of being envied in consumption contexts on consumer satisfaction, analyzing the combined ambivalent effects of positive and negative feelings. It also investigates the moderating role played by consumer coping responses to enviers (mitigation vs exacerbation). Finally, Study 3 applies the hypothesized model in a specific context (i.e. a material possession context), focusing on adult consumers.

Results show that negative (e.g. guilt and anxiety) and positive (e.g. sense of well-being and prestige) feelings for being envied depend on the type of relationship between the envier and the envied, and the type of desired object, and consumer satisfaction is driven by the combined ambivalent effects of positive and negative feelings, where coping responses by envied consumers moderate the effects of such feelings on satisfaction.

This paper makes three main contributions: it extends prior research by highlighting the role of personal relationship factors and the type of object of desire in the experience of being envied; demonstrates that both positive and negative feelings of being envied affect consumer satisfaction; and shows conditions regulating the influence of positive and negative feelings on satisfaction, demonstrating that mitigation strategies decrease the effects of negative feelings on satisfaction, whereas exacerbation strategies failed to regulate the effects of positive feelings.

The purpose of this paper is to explore the relationship between positive and negative emotional contagion by supervisors and innovative behavior by employees in the marketing department at China Mobile, as well as investigating the mediating roles of work engagement and surface acting in this path.

The authors analyzed emotional contagion on innovative behavior and investigated the mediation effect of work engagement and surface acting, and used structural equation modeling to test the hypotheses. Subjects in this study comprised 263 dyads of supervisors and employees (131 supervisors and 263 employees) in the marketing department at China Mobile.

The results indicated that positive emotions by employees mediated the positive effect of supervisors’ expression of positive emotions about employees’ work engagement; work engagement mediated the positive effect of employees’ positive emotions on their innovative behavior; and employees’ negative emotions mediated and did not significantly mediate the effect of supervisors’ negative emotions on employees’ surface acting and innovative behavior, respectively.

This study recommends that future studies examine emotional labor by team members and investigate the types of mechanisms (such as psychological safety and team learning) adopted by such teams to increase their members’ levels of emotional contagion.

The authors recommend that enterprises implement courses that are relevant to emotional management for supervisors to enhance their ability to regulate and manage their own emotions. The authors also suggest that organizations offer adequate job resources to employees to inspire work engagement among employees.

This study explored the role of work engagement among employees, which serves as a motivational mechanism between positive emotional labor by supervisors and innovative behavior by employees. In addition, it investigated the role of surface acting by employees, which serves as an energetic mechanism between negative emotional labor by supervisors and innovative behavior by employees.

Expanding on the research of the antecedents of abusive supervision, this study aims to explore supervisor role overload as a supervisor-level predictor of abusive supervision. Based on transactional stress theory, the authors investigate role overload that is appraised as a challenge or a hindrance stressor by supervisors, leading to pleasant or unpleasant feelings, respectively. The authors propose that, based on their appraisal, these feelings of supervisors act as a mediating mechanism that can facilitate or inhibit their abusive behaviour at work. Additionally, the authors posit emotional intelligence (EI) as a key moderator in helping supervisors manage the negative feelings arising from perceiving role overload as a hindrance and preventing them from demonstrating abusive supervision.

To test the proposed moderated mediation model, the authors collected two-wave data from middle-level supervisors or managers from several organisations located in the Eastern Province of Saudi Arabia (N = 990).

The results largely support the hypothesised relationships and show that depending on supervisor appraisal, role overload can generate pleasant or unpleasant feelings in supervisors and, consequently, impede or facilitate abusive supervision. They also shed light on the moderating effect of EI, in that supervisors scoring high on EI are better equipped to deal with unpleasant feelings arising from role overload and effectively manage their workplace behaviour, that is, to avoid abusive behaviours.

Role overload can have different impacts on employees: on the one hand, there is a potential for growth, which entails drive and enthusiasm; on the other hand, it could feel like an unsurmountable mountain for employees, leading to different forms of anxiety. Because what we feel is what we project onto others, supervisors experiencing unpleasant feelings cannot be the best leader they can be; even worse, they can become a source of negativity by displaying destructive behaviours such as abusive supervision. The corollary of something as minor as an interaction with a leader experiencing unpleasant feelings could have a ripple effect and lead to adverse outcomes for organisations and their employees. This study explores the different perceptions of role overload and the subsequent feelings coming from those perceptions as supervisor-level predictors of abusive supervision. While it is not possible to objectively put a different lens inside the minds of supervisors when they face stressors at work, to feel pleasant or unpleasant, they can be trained to manage their negative feelings and keep their behaviours in check. Particularly, training managers to be more emotionally intelligent can help them not only achieve growth by overcoming challenges at work but also acknowledge and adapt their feelings to keep their behaviours in the workplace positive. In practical terms, this research can provide organisations with the knowledge required to nip the problem of abusive supervision in the bud, as prevention is always better than cure.

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.”

This study examines how brand attitude formation with respect to sport event sponsors is affected by feelings related to the sponsor brand, the sponsored event, and concurrent sponsors.

Using systematically manipulated press releases, 216 sport-interested participants were presented with different sponsorships of a major sport event. Sponsor information was systematically manipulated both within the stimulus text and the accompanying photo, which contained clearly visible sponsor signage. Participants' brand-related feelings and attitudes toward the stimulus brands were assessed through an online questionnaire following the treatment and analyzed using structural equation modeling.

The results show that sponsor brand-related feelings represent an important step in the creation of brand attitudes. Sponsor brand attitudes are further revealed to be in part determined by event- and co-sponsor-related feelings through several indirect pathways.

The findings presented in this study suggest that managers who seek to create favorable brand responses need to consider the feelings associated with their brands, the event and concurrent sponsors. Brands may experience both beneficial and detrimental effects, depending on whether the feelings involved are positive or negative.

To date, no research has investigated the relationships between brand-related feelings and brand attitudes in event sponsorship while accounting for the influence of the sponsored event and concurrent sponsors. Therefore, this study contributes to a better understanding of the role of feelings in sponsor brand attitude formation.

The purpose of this paper was to conduct a critical analysis of the origins and implementation of problem‐based learning in educational administration as a window into the limitations of this approach and more generally administrator preparation.

The author reviewed the published work of the originator from 1970‐2009, as well as his preparation program for principals, and evaluated his approach primarily in light of two perspectives, emotional labor and positive emotions. The paper probes the utility of using these sociological and psychological perspectives in studying and understanding the emotional side of administration through interviews with principals.

The major finding of this analysis was to question whether sufficient attention is being paid to the emotional aspects of administration in problem‐based learning in particular and administrator preparation programs more generally. The analysis reveals several areas where more attention should be paid, and provides some insight into the nature of mental and emotional labor of principals.

The paper combines two theoretical approaches in a novel way to raise a series of questions that can be used to evaluate programs for preparing administrators in terms of a critical, but for the most part neglected, area – the emotional side of administration. For those who choose to incorporate this facet of administration into their preparation program, the author describes an approach that might be used.

Parents and children can drive each other mad. At one moment, a parent may be encouraging and affectionate toward the child; in the next, the parent may be sending the child to his or her bedroom. Similarly, a child who seems helpful and cooperative can suddenly turn belligerent. Parents and children may partly resolve the mixture of negative and positive feelings they experience in such situations by remembering their basic love for each other. Nevertheless, the conflicting sentiments will be stored in the memory of both parties, contributing to a long-lasting melange of conflicting beliefs, feelings, and behaviors. What are the psychological consequences of this state of affairs in relationships?

The purpose of this paper is to examine the emotions young compulsive buyers experience while shopping.

The authors conducted a digital ethnography study by communicating with 22 young compulsive buyers for two weeks using their cell phones while they were engaged in the shopping activity.

The results show that the emotions experienced by compulsive buyers are much more complex than previously thought. The emotions young consumers go through during the shopping process are not predominantly negative or positive. Instead, young consumers move up and down on an emotional continuum during shopping. The trigger involved with the emotions is linked to finding a bargain. A bargain is defined as a good deal, or a situation in which the consumers perceive they get mental satisfaction from their purchase. If young compulsive shoppers find a bargain, they feel pride, happiness, and goal achievement. However, if they do not manage to find a bargain, they feel disappointed, sad, and unsuccessful.

This study was focused on adolescent consumers. Although this age group is considered suitable for conducting a study of compulsive buying, the results cannot be generalized to other age groups.

Compared to previous studies, the paper uncovers emotions and emotional shifts in much greater detail, providing new insights to the phenomenon of compulsive buying, considering the range of emotions that consumers experience, and the triggers involved with their emotional shifts.

To determine how the correlational structure of emotion differs for individuals age 60 and above, compared to those under age 60, and to discuss the profound implications these differences may have for the experience and management of emotion.

Structural equation modeling and shortest path analysis of emotion items from the General Social Survey (GSS)’s (1996) emotions module.

Some positive and negative emotion pairs are more distant for individuals over age 60, while others are in fact closer. This variability leads to differences in available shortest paths between emotions, especially when emotional transitions require segueing through intermediary feelings. The segueing emotions most readily available to those over 60 are limited to the poles of affective meaning, whereas those used by ones under age 60 are more variable. The majority of negative emotions are more tightly correlated, whereas the majority of positive emotions are less so, among those over age 60.

Although the measures are limited to 18 of the 19 emotions recorded by the GSS, and are based on self-report data regarding feelings felt over a period of seven days, these results suggest that attempts at intrapersonal and interpersonal emotion management may differ depending up the age of the actor/object.

Addresses the need for more nuanced analyses of emotional experience that goes moves beyond simple frequencies. Also suggests potential bridges between sociological and psychological approaches to the study of emotion.

This study investigates the relationship between feelings of loneliness in the workplace, life satisfaction, affect, hope and expressivity among hotel employees.

The research model was tested via structural equation modeling based on the empirical data collected from hotel employees in Antalya, Turkey.

The research findings suggest that emotional deprivation and social companionship have a significant impact on life satisfaction, that life satisfaction has a significant impact on positive and negative emotions, and that positive and negative emotions have the same impact on pathways and agencies.

The research findings should assist researchers and practitioners to understand the behaviors of hotel employees in continuous interaction and relationship with individuals to motivate them while providing more effective services.