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The purpose of this paper is to offer an analysis of Mexican self-organized grassroots environmental groups’ activism.

Based on fieldwork in the State of Jalisco (Mexico), where the authors have carried out in-depth interviews with members of four self-organized collectives which are defending their territories, and following the sociological framework on emotions and protest.

The authors will show: how and where activism begins; the role of the emotions in various steps of mobilization (growth and decline) and in the construction of collective identity; as well as the role of emotions in the organizational and strategical choices.

The proposal aims to highlight the organizational forms of activism of self-organized grassroots environmental groups in Mexico through a sociological lens in which the emotional dimension of the protest matters to a great extent.

This study aims to explore how emotionally rich collective experiences create lasting, shareable memories, which influence future behaviours. In particular, the role of others and of music in creating value through memories is considered using the concept of socially extended emotions.

Over 250 narratives were gathered from festival attendees in the UK and Finland. Respondents completed a writing task detailing their most vivid memories, what made them memorable, their feelings at the time and as they remembered them, and how they shared them. The narratives were then analysed thematically.

Collective emotion continues to be co-created long after the experience through memory-sharing. The music listened to is woven through this extension of the experience but is, surprisingly, not a critical part of it. The sociality of the experience is remembered most and was key to the memories shared afterwards. The added value of gathering memorable moments, and being able to share them with others, is clearly evidenced.

The study highlights the importance of designing events to create collective emotional moments that form lasting memories. This emphasizes the role of post-experience marketing and customer relationship building to enhance the value that is created customer-to-customer via memory sharing.

The research addresses the lack of literature exploring post-event experience journeys and the collective nature of these. It also deepens a theoretical understanding of the role of time and sociality in the co-creation and extension of emotions and their value in hospitality consumption. A model is proposed to guide future research.

Little research has focused on the impact of organizational crisis on their internal stakeholders – the employees. This paper aims to fill this void by examining the impression management strategies used by senior managers in managing their employees during organizational crisis and the impact of these strategies on employees.

The authors collected qualitative data from three organizations and used multiple analytical lenses (such as thematic, content and trope) to explore patterns in senior managers’ management of employees during crisis.

Emerging patterns in the data revealed that the emotional state and reactions of employees (individual and collective) during crisis include anger, fear, shame, depression and shock. Additionally, data revealed two major contradictions (tensions) in managing employees during crisis: maintaining and compromising standard and managers’ wants versus employees’ desire in the way organization crisis is managed. Based on these preliminary findings and using affective event theory and the theory of collective emotions as a frame, the authors built a conceptual model that depicts the relationship between organizational crisis, impression management and emotion-driven employee attitudes and behaviors.

A major limitation in the current research is that authors’ data are largely composed of text (e.g. from newspaper and websites). Nevertheless, the textual data were based on actual interviews with stakeholders and victims and have more than compensated for the limitation. Theoretically, by examining the emotional states and reactions of internal (rather than external) stakeholders to organizational crisis, the authors extend the literature in the area of organizational crisis and crisis management, while the testable propositions in this conceptual model have a potential to open up new pathways for studying organizational crisis. Practically, it is imperative for managers to have skills to identify and manage key employees’ emotional states and reactions to crisis. Managers should align their words and actions during crisis management to increase employees trust. Also pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis.

The results show that inappropriate impression management strategies may worsen employees’ emotional states and reactions (individual and collective) during crisis; therefore, it is imperative for managers to have skills in identifying key employees’ emotional states and reactions to crisis and the impression management strategies appropriate in managing them. A training that sharpens managers’ emotional intelligence will be helpful in managing the emotions of employees (individual and collective) during crisis. Also, pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis, while senior managers’ words and actions during crisis need to be synchronized to engender employees’ trust.

This study demonstrates that beyond emotions of employees during crisis, there are contradictions and tensions in the senior manager’s management of their employees during crisis. Also, outcomes of a quantitative test of the conceptual model developed from the current study should improve the generalizability of the results and open up new pathways for future research in this area.

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.

The purpose of this paper is to study dynamic evolution of passenger emotional contagion among different flights emerging in mass flight delays, so as to quantitatively analyze emotional variation tendencies and influences of concerned factors and intervention measures.

An intervening variable of group emotion was introduced into emotional contagion model to simulate passenger emotional evolution among multi-flight groups. Besides, personalities, characters and social relationships were considered to represent individual differences in emotional changes. Based on personal contact relationships, emotional contagion model was proposed to evaluate cross-emotion transition processes among different groups under scenarios of information shortage. Eventually, evolutionary processes of passenger emotions were fused in an agent-based simulation based on social force correction model.

Simulation experiment results revealed that passenger emotions suffer from combined impacts of individual emotional changes and emotional interactions among adjacent flights through a comparison with actual survey. Besides, emotional interactions accelerate processes of emotion transitions, and have significant impacts on adjacent flights when different measures are taken. Moreover, taking intervention measures simultaneously seems more effective than implementing intervention successively.

The proposed method makes up for deficiency of ignoring effects of emotional interactions among adjacent flights. It contributes to providing control methods and strategies for relevant departments and improving the efficiency and ability of handling passenger collective events in mass flight delays.

This study explores the role of organisational culture in promoting collective coping strategies in construction project teams in the United Arab Emirates (UAE). Three collective coping strategies were examined, including problem-focused, relationship-focused and emotion-focused coping strategies.

O'Reilly et al.’s (1991) organisational culture profile (OCP) assessed organisational culture values. Data were collected through an online questionnaire from practitioners in the United Arab Emirates (UAE) construction organisations.

The findings show a high correlation between competitiveness culture values and problem-focused team coping strategy. Relationship-focused team coping strategy was found to have a high correlation with emphasis on rewards and performance orientation values. Conversely, an emotion-focused team coping strategy correlates highly with competitiveness, supportiveness and emphasis on rewards cultural values.

The cross-sectional design of the survey and the UAE context may present limits to the generalisability of findings.

Limited attempts have been made to study collective coping in construction project teams. The study paves the path for exploring emergent socio-psychological concepts in construction organisations, including the impact of organisational culture on team collective coping with adverse events.

Understanding the pivotal impact of culture on successful team coping provides managers with valuable insights into managing situational adversity in construction project teams.

This paper aims to focus on the phenomena of negative brand relationships and emotions to evidence how such relationships transpose into the willingness to participate in collective actions in anti-brand communities.

An online survey was carried out, targeting Facebook anti-brand communities, dedicated to sharing negativity toward technology products. A total of 300 members of these communities participated in the study.

The study shows that the two dimensions of negative brand relationship (negative emotional connection and two-way communication) lead to community participation in anti-brand communities, through the mediating role of social approval and oppositional loyalty. Anti-brand community growth is supported by members’ intentions to recommend the group and is the result of their participation.

The study’s focus on technology brands calls for further research on other brand types and categories and the inclusion of other independent variables should be considered to extend understanding of collective negativity in anti-brand communities.

The paper provides insight to brand managers on the ways to manage negativity around their brand online and understand the role that brand communities play in this process.

The paper proposes the first integrative view of brand negativity, encompassing emotions and behaviors of consumers as individuals and as members of a collective, which allows the understanding of the dynamics of anti-branding and highlights the mechanisms that facilitate anti-brand community expansion.

The object of this empirical research study is emotion, as depicted and aroused in videos. This paper seeks to answer the questions: Are users able to index such emotions consistently? Are the users' votes usable for emotional video retrieval?

The authors worked with a controlled vocabulary for nine basic emotions (love, happiness, fun, surprise, desire, sadness, anger, disgust and fear), a slide control for adjusting the emotions' intensity, and the approach of broad folksonomies. Different users tagged the same videos. The test persons had the task of indexing the emotions of 20 videos (reprocessed clips from YouTube). The authors distinguished between emotions which were depicted in the video and those that were evoked in the user. Data were received from 776 participants and a total of 279,360 slide control values were analyzed.

The consistency of the users' votes is very high; the tag distributions for the particular videos' emotions are stable. The final shape of the distributions will be reached by the tagging activities of only very few users (less than 100). By applying the approach of power tags it is possible to separate the pivotal emotions of every document – if indeed there is any feeling at all.

This paper is one of the first steps in the new research area of emotional information retrieval (EmIR). To the authors' knowledge, it is the first research project into the collective indexing of emotions in videos.

This study aims to unlock a ritual chain mechanism that promotes socio-mental (or socio-psychological) resilience. This study draws on interaction ritual chains theory and the concept of transformative service to answer the question of how people could be inspired toward an elevated level of group solidarity, emotional energy, morality and, thus, socio-mental resilience.

This study took a qualitative approach resting upon online reviews and observations from an augmented food festival about hot pot delicacies dedicated to medical workers fighting hard amid the early coronavirus outbreak.

The results of this study point to four primary ritual outcomes (e.g. emotional energy, group solidarity, symbols of relationships and standards of morality) along with a two-tier micro–macro socio-mental resilience sustainability paradigm.

Empirical findings from this study could help operators to justify their transformative initiatives as means for customers to replenish their depleted physical and mental resources.

This inquiry presents new nuances to interaction ritual chains. This study also extends the transformative role of hospitality services to accentuate a linkage among individuals, communities and the society.

This study aims at exploring the mobilization of the Umbrella Movement and examining how the interplay of emotion and meaning contribute to a mass occupation via the mass media and social media. It proposes a model of emotional mobilization and explains how and why the perception of eviction is capable of triggering the subsequent collective political action through moral shock on bystanders.

The paper is an exploratory study and adopts the method of semi-structured interview. It interviewed 31 participants of the Umbrella Movement in Hong Kong. The data were complemented by discourse analysis of video clips and participation observation of conflict scenes between protestors and police.

This study provides insights on how a potential participant can be motivated to participate in a social movement, after perceiving violent behaviors of police on other people. It suggests that moral outrage can be generated when people realizes a dramatic difference between expected behaviors and perceived behaviors of police officers through watching live broadcast or video clips. It also suggests that the shared social identity between protestors, police and perceivers provides the ground for the perceivers to feel angry and believe they are obliged to response to the situation.

Because of the method and approach, the study may lack generalizability. However, researchers can test the proposed propositions by applying the model to other unexpected mobilization of social movement in history, or expand the model by studying the mobilizing power of direct and indirect perception of eviction, and the examine responses of the same physical conflict from people with different social identities.

This study explains how the mobilization of a social movement is possible despite the failure of mobilization by activists. It also complements the idea of moral shock by grounding such process on interaction order.