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I argue that while research on collective emotions is gaining in popularity, there has not been sufficient attention paid to understanding the mechanisms that explain how and why group emotions influence group outcomes. The goal of this chapter is to fill this gap by introducing group-member interactions as a group-level mechanism. I explore how positive and negative collective emotions in workgroups link to different types of member interactions, which in turn, influence group outcomes. Finally, I discuss the theoretical contributions of the research and the implications for future research on workgroup emotions and member interactions.

Recognizing Gigerenzer’s (1991) dictum that scientists’ tools are not neutral (tools-in-use influence theory formulation as well as data interpretation), this chapter reports theory and examines data in ways that transcend the dominant logics for variable-based and case-based analyses. The theory and data analysis tests key propositions in complexity theory: (1) no single antecedent condition is a sufficient or necessary indicator of a high score in an outcome condition; (2) a few of many available complex configurations of antecedent conditions are sufficient indicators of high scores in an outcome condition; (3) contrarian cases occur, that is, low scores in a single antecedent condition associates with both high and low scores for an outcome condition for different cases; (4) causal asymmetry occurs, that is, accurate causal models for high scores for an outcome condition are not the mirror opposites of causal models for low scores for the same outcome condition. The study tests and supports these propositions in the context of customer assessments (n = 436) of service facets and service-outcome evaluations for assisted temporary-transformations of self via beauty salon and spa treatments. The findings contribute to advancing a nuanced theory of how customers’ service evaluations relate to their assessments of overall service quality and intentions to use the service. The findings support the need for service managers to be vigilant in fine-tuning service facets and service enactment to achieve the objective of high customer retention.

We propose a framework of positive design approaches that can be effective in creating quality systems. Quality systems are systems delivered on time, with high quality, effectiveness, and user satisfaction standards. The framework is conceptualized as a 2×2 framework, where the first (or y) axis reflects the way in which positive approaches are introduced into the group or organization. At one end of the y axis is the direct approach, while the other end represents the indirect approach, which is culturally embedded. The second dimension, on the x axis, is represented by invisible changes on one end, and visible changes on the other. Invisible changes are those that are unobtrusive in nature. We explore actual examples of design that made a positive difference in the quality of a group of individuals’ work lives and well-being through the use of messages, technologies, information, and shared views. We use verbal analysis as an intuitive, reflective, and interpretive approach to examine our own and others’ narratives of systems success to trace the linkages that support the notion that positive approaches result in positive outcomes for developers of information systems. We analyze stories about introducing positive memes; empowering decision makers through information sharing; encouraging an open source philosophy; and embracing positive metaphors to positively shape the users’ subculture. In doing so, we examine stories from systems researchers who have experienced positive IS design outcomes. Our contribution is to mine the linkages between actions designers take and the positive outcomes users experience; the suggested methods that designers can use to create positive outcomes; and examining specific examples where design methods used in a positive way contributed to positive outcomes for systems, users, the adoption of new technologies, and improved organizations.

Within the literature of global mindset there has been much discussion of antecedents. Few attempts have been made, however, to analyze the outcomes of a global mindset. Our chapter undertakes a thematic analysis of global mindset antecedents and outcomes in the 1994–2013 literature. Adopting an inductive approach and borrowing methods from international business and managerial cognition studies, we map, assess, and categorize 42 empirical and 10 theoretical studies thematically. We focus on the antecedents and outcomes at individual, group, and organizational levels. We conceptualize corporate global mindset as a multidimensional construct that incorporates global mindset at the individual level and is dependent on a robust communications infrastructure strategy for its cultivation throughout the organization. Our study categorizes antecedents and outcomes by level and identifies the gaps in global mindset outcomes and firm performance for future researchers to address.

Recent developments in identity theory are used to understand emotions in distributive justice theory. Three issues are examined: the consistency vs. enhancement dynamic, the status dynamic, and the resource dynamic. Results reveal individuals initially react positively to over-rewards; later they react more negatively. We suggest that the enhancement process occurs initially; the consistency process occurs later. Regarding status, persons respond negatively to unjust outcomes when they come from higher status persons. Finally, positive emotions are a resource for individuals initially and across encounters, buffering the effect of repeated unjust outcomes. Overall, this study helps develop emotions in distributive justice theory.

Purpose: In this chapter, we develop a conceptual model, the relational anger model (RAM). The model aims to better understand the receivers' attributions and emotion regulation strategies used in the face of intense workplace anger. We also report a test of this model in a workplace setting. Study Design/Methodology/Approach: The data were collected through a survey using a split administration design conducted in various industries. The analysis used PROCESS based on data gathered from 122 employees. Findings: The results indicated that perceptions of greater anger intensity are associated with lower target positive health (e.g., lowered work functionality). When attributions of higher sender anger intensity are viewed as appropriate, targets experience better health outcomes. Targets' attribution of lower sender anger intensity appropriateness is also associated with targets' reporting higher negative health outcomes (e.g., lowered self-esteem). Support for the full moderated mediation model of the effects of the ER strategies is not found. However, separate paths within the model are significant as outlined in the analysis throughout this chapter. Originality/Value: Overall, the RAM increases our understanding of a receivers' internal cognitive and affective processes in the face of workplace anger manifestations in organizations. Research Limitations: There is a possibility of common method variance affecting the study results, but a split administration design was used to minimize this effect. The study may also be affected by memory of the anger incident, which we tried to overcome using the Day Reconstruction Method.

Despite the important implications for families, limited research has examined how workplace environments influence parenting behavior. Situated within the Work–Home Resources Model, the purpose of this study was to investigate (a) whether workplace flexibility, a contextual resource, predicts positive parenting behavior, a home outcome, and (b) whether work–family guilt mediates this relationship. A sample of working mothers with children between the ages of 1 and 18 (N = 302) completed an online survey. Linear regression analyses indicated perceived workplace flexibility predicted overall positive parenting, positive reinforcement, and warmth behaviors in working mothers, but not proactive parenting or supportiveness. Ordinary least squares (OLS) path analyses indicated work–family guilt did not mediate these relationships, but was significantly associated with workplace flexibility, indicating workplace flexibility had a significant negative effect on work–family guilt. The results of this study provide preliminary evidence that mothers’ workplace flexibility may influence positive parenting behaviors; thus, policies that promote flexible work arrangements could promote positive family outcomes and reduce feelings of guilt related to work and family life.

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of mindfulness for employee outcomes, and the adoption of mindfulness-based practices in many Fortune 500 organizations. Despite this growing interest, the vast majority of research on employee mindfulness has taken an intrapersonal focus, failing to appreciate the ways in which mindfulness may enhance work-related relational processes and outcomes. The authors explore possible associations between mindfulness and relationally oriented workplace phenomena, drawing from interdisciplinary scholarship examining mindfulness in romantic relationships, child–parent relationships, patient–healthcare provider relationships, and student–teacher relationships. A framework is proposed that links mindfulness to three distinct relationally oriented processes, which are expected to have downstream effects on work-related relational outcomes. The authors then take the proposed framework and discuss possible extensions to a variety of unique workplace relationships and discuss critical next steps in advancing the relational science of mindfulness.

Building upon the psychological literature on responses to potentially traumatic events (e.g., Bonanno, 2004; Tugade & Fredrickson, 2004), this chapter explores the potential impact of managers’ affective expressions during tumultuous times at work. We propose that managerial displays of positive emotions that are also socially appropriate and authentically experienced will enhance employee and team change-related outcomes. We also explain why emotional suppression on the part of managers may be detrimental to healthy employee responses to change. Finally, we discuss theoretical and practical implications of this model.