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The purpose of this study is to develop a generic cultural socio-cognitive trait theory of a “plural affect agency” (the emotional organisation). Interaction between the cognitive and the affective personality is modelled.

James Gross’ (1988) model of Emotion Regulation is integrated with Normative Personality Theory in the context of Mindset Agency Theory: The agency has a “cognitive system” and an emotion regulating “affective system” which interact (Fink and Yolles, 2015).

Processes of emotion regulation pass through three stages: “Identification”, “Elaboration” and “Execution”. In a social environment, emotions are expressed through actions. The results of actions (feedback, goal achievement) are assessed through affective operative intelligence in the light of pursued goals.

The theory will provide guidance for analysis of cultural differentiation within social systems (e.g. societies or organisations), with reference to identification, elaboration and execution of “emotion knowledge”.

Understanding interdependencies between cognition and emotion regulation is a prerequisite of managerial intelligence and strategic cultural intelligence, in demand for interaction and integration processes across social systems.

The model provides a framework which links emotion expression and emotion regulation with cognition analysis. In part 2 of this paper, based on this theory a typology can be developed which for given contexts allows ex ante expectations of typical patterns of behaviour to be identified.

The purpose of this paper is to demonstrate the effects of emotion as outcomes of cognition, in turn influencing levels of information system (IS) usage at work. In doing so, the author presents set of propositions illustrating an integrated model by adapting both cognitive and affects aspects to explain continuance of IS usage.

This conceptual paper explains the importance of cognitive judgement to IS usage via emotional lenses. Based on literature covering the concepts of technology adaptation theory, emotions, as well as the theoretical foundations in cognitive appraisal, the author has examined the relationship between cognition and IS usage with mediating emotion.

Propositions based on literature review of cognition and emotions in IS research are presented for further empirical study. The author argues that by connecting cognitive judgement and emotional reactions on IS, both ease of use and usefulness should be considered in designing IS as to how these may generate positive or negative emotions.

As the success of IS depends on the users’ continued use of the system, an integrated model adapting both cognitive and affects aspects will be better equipped to explain continuance of IS usage.

Good IS design could influence not only the effectiveness of IS but also the emotional well-being of employees.

This is one of the first studies to consider together the impact of the cognitive and affective processes leading to IS continuance in one model. This is one of the first studies in which one single model is used to consider together the impact of the cognitive and affective processes leading to IS continuance. Thus, the author contributes to IS continuance literature as well as employees’ well-being literatures given how IS is embedded in today’s working organization. The author also believes the model will stimulate more comprehensive understanding of IS continuance as IS users are considered as human beings with both cognition and emotions.

In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?” Our tests ask whether brains can manage without bodies and without extracranial resources, whether they can manage in social isolation, and whether brains are the ultimate controllers of emotional and cognitive aspects of organizational behavior. Our analysis shows that, to accomplish work-related tasks in organizations, the brain relies on and closely interfaces with the body, interpersonal and social dynamics, and cognitive and emotional processes that are distributed across persons and artifacts. The results of this “thought experiment” suggest that the brain is more appropriately conceived as a regulatory organ that integrates top-down (i.e., social, artifactual and environmental) and bottom-up (i.e., neural) influences on organizational behavior, rather than the sole cause of that behavior. Drawing on a socially situated perspective, our analysis develops a framework that connects brain, body and mind to social, cultural, and environmental forces, as significant components of complex emotional and cognitive organizational systems. We discuss the implications for the emerging field of organizational cognitive neuroscience and for conceptualizing the interaction between the brain, cognition and emotion in organizations.

In this chapter we examine some possibilities of using computer simulation methods to model the interaction of affect and cognition in organizations, with a particular focus on agent-based modeling (ABM) techniques. Our chapter has two main aims. First, we take stock of methodological progress in this area, highlighting important developments in the modeling of affect and cognition in other fields, including psychology and economics. Second, we outline how ABM in particular can help to advance managerial and organizational cognition by building and testing theoretical models predicated on the interaction of affect and cognition. We argue that using ABM for this purpose can improve the level of specificity of cognitive and affective concepts and their interrelationships in organizational theories, yield more behaviorally plausible models of behavior in and of organizations, and deepen understanding of the generative behavioral mechanisms of multi-level organizational phenomena. We highlight possibilities for using ABM to model affect–cognition interactions in studies of mental models, collective cognition, diversity in work groups and teams, and organizational decision-making.

Scenarios are cognitive aids for thinking about the future in a sustained and disciplined manner. Because scenarios must be facilitated, scenarios must be considered in the context of their practice. In the strategic management literature, there has been a considerable conversation on the practical difference between “hot” and “cold” cognition. Thinking in this conventional literature demonstrates how the facilitators of scenario planning workshops establish and channel the productive cognition of their clients away from hot cognition and toward cold cognition. But how? As a thought experiment, we examine whether the sociological concept of “emotional labor” helps explain the cognition management of clients by facilitators during scenario planning. We end by considering how a deeper practical understanding of emotional labor might help facilitators identify mechanisms and adapt their tools to better manage the cognitive-affective dimensions of scenario planning in practice.

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.

In the realm of applied psychology, the major factors explaining organizational behavior in the context of organizational intervention are emotion, cognition, and context. In organizational analysis and intervention, however, organizational behavior models explicitly rooted in a theory of mind that assumes and thoroughly addresses their conjoint interplay are rare. To address this issue, we review definitions of emotion and cognition with a view to clarifying their specificity, as well as their differences from similar but potentially confounding constructs (e.g., perception, consciousness, and awareness). We also review the most common definitions of unconscious as a relevant intersection between cognition and emotion. Our ultimate objective therefore is to introduce an interactionist (individual-context) model of both cognitive and emotional levels of functioning of mind, based on what we refer to as the theory of analysis of demand (TAD). Finally, we outline and discuss its related intervention methodology, the Individual-Setting of consultation, Organization (I-S-O) technique.

The purpose of this paper is to study the influence of the trilogy of emotion – cognition, affection, and conation – on future purchase intentions in consumers of products of high involvement.

The author employed two studies on two different products to test the influence of emotion on future purchase intentions in study one and to replicate the results of study one in study two, using structural equation modeling. In study two, brand awareness is regarded as a mediator.

The results indicate that cognition can influence future purchase intentions, and that affection meaningfully influences future purchase intentions. Additionally, the researcher found that the impact of affection on future purchase intention is stronger than that of cognition on future purchase intentions. Moreover, brand awareness meaningfully influenced cognition, affection, and conation directly, and future purchase intentions indirectly.

Encouraging conditions in which consumers have good thoughts and feelings about a prior purchase can bolster future purchase intentions, empowering the potent in future purchase for the brand involved.

This research validates the impact of emotion – more specifically cognition and affection – on future purchase intentions under mediating role of brand awareness, in a country with growing markets. Hence, it adds to the literature of post-purchase important findings.

The purpose of this paper is to explore the actions of different senses on visitors’ embodied experience in dark tourism “field,” including embodied emotions/cognitions.

This research uses qualitative analysis by applying tourists’ reviews from two main Chinese tourism websites and the software of MAXQDA. It identifies the senses applied in the embodiment process in dark tourism “field” and matches these senses to the specific types of embodied emotions/cognitions.

This research identifies four main senses. The visual sense has the greatest influence on 27 embodied emotions and 7 embodied cognitions. Auditory and temperature sense create particular emotions. This research also points out the phenomenon of “banned behavior.” At last, to achieve accessibility/acceptability, Nanjing Memorial Hall applies two strategies to distance the extreme historical events from visitors: the construction of aesthetic elements and the way it shows historical objects.

It uses both qualitative and quantitative data to identify the classifications and degrees of senses, emotions and cognitions as well as the relations between them. However, there are difficulties in the coding process because of the language differences, which requires a good understanding of the context of the tourism experience.

The research results could be used as a psychological reference and in the design of dark tourism product.

It provides a specific understanding of the way in which visitors interact with dark tourism objects and environment.

This is the first research that explains the dark tourism experience from the perspective of embodiment. It provides conceptual as well as empirical reference for a new research topic.