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Purpose: Social rejection is a negative interpersonal experience that leads to emotional, cognitive, and physiological outcomes. We develop a theoretical model arguing that social rejection in workplace settings can alter employees' personal values in either the short- or the long term. Methodology: This is a theoretical essay based on three theories: (1) human values; (2) affective events; and (3) shattered assumptions. Findings: In the proposed model, an employee's emotional reactions to social rejection in the workplace (emotional distress or emotional numbness) partially mediate the relationship between the experience of social rejection and short- or long-term development of self-protective (rather than self-expansive) personal values. Originality: The processes whereby social rejection at work leads to personal value change remain largely unexplored to date. The proposed model represents an initial attempt to understand this process, including the effects of emotional distress (long term) and emotional numbness (short term). Research Implications: The model introduces the mechanisms whereby social rejection in the workplace leads to short-term and long-term changes in individual values and has potential to serve as a launchpad for future research interest in this phenomenon. Practical Implications: The framework proposed in this chapter should help scholars to understand better the dynamics of social rejection in the workplace and how this phenomenon affects employees' values in work settings, both in the short- and long term.

Emotion and rationality are considered by many practitioners to be mutually exclusive concepts as encapsulated in the generally held belief that there is no place for emotions in today’s rational, task‐oriented work environments. Illustrates that emotions and their expression are, in fact, controlled and managed in organizations by a wide range of formal and informal means, ensuring that certain emotions are expressed while others are suppressed. Very often, employees are expected to conform to these expectations about emotional display even when they conflict with inner feeling. When this conflict results in individuals suppressing genuine emotion or expressing fake emotion, the work or effort involved in doing so is termed “emotional labour”. Demonstrates how emotional labour, which can have both functional and dysfunctional consequences for the individual and their organizations, is not restricted to interactions at the customer‐organization interface, but is becoming increasingly prevalent within all organizational communications.

Nursing, as a gendered occupation, is one that requires vast amounts of emotional labor to be performed. As careworkers, nurses are required to assume multiple roles at work: medical expert, companion, and personal care provider. Roles, or expected behaviors associated with different statuses, have the potential to spillover between work and home environments. The purpose of this chapter is to investigate how nurses perceive their role-taking and emotional labor processes to influence experiences of work–family spillover.

Rooted in interactionist role theory, this investigation seeks to qualitatively examine how nurses assign meaning to their various roles and how they perceive their roles to influence work–family spillover. Using audio diary and interview data, this chapter proposes that nurses who practice role-person merger (Turner, 1978) and empathic role-taking (Shott 1979) will also perceive work–family spillover to be related to their caretaking roles as nurses. Three distinct themes emerged in this qualitative analysis related to how experiences of work–family spillover are influenced by the emotional labor demands of the job and the practice of empathic role-taking by nurses: (1) spillover related to required emotional labor is experienced both positively and negatively; (2) nurses actively exercise personal agency in an attempt to decrease negative spillover; and (3) nurses reported increased work–family spillover when they practiced empathic role-taking.

This analysis extends the literature in this area by demonstrating the connection between the structural influences on emotion, the individual perceptions of roles, and the subsequent experiences of work–family spillover.

The current study focused on five female offenders who completed the only female‐specific therapeutic community (TC) for drug addiction in the UK prison system. The aim of the study was to investigate the effect that such residency had on individuals' emotional management skills compared to when they were active drug users.

The study was based on a qualitative design, and interpretative phenomenological analysis (IPA) was used to produce idiographic results.

Results suggested that before TC residency all participants displayed problematic emotional management skills. However, during TC residency individuals witnessed elements of emotional healing and increased emotion connection. Additionally improvements were noted in emotional consideration, emotional communication, outward emotional displays and self‐worth.

Further developments in TC treatment are suggested concerning treatment length and further development of individuals' independent emotional management strategies.

Via an experimental approach, this study therefore seeks to examine the effects of outcome valence upon service perception in the higher education setting where academic services form the core service element. To further extend this inquiry, the purpose of this paper is to explore the carryover effect of these emotional states to a subsequent unrelated service encounter which is classified as a peripheral service element which is hedonic in nature.

By using a simulated laboratory experimental procedure involving 300 participants, the authors examined the extent to which a student’s feeling toward an online test result has a bearing upon the teaching evaluation and a subsequent service experience in a branded retail context.

The results gathered from this study highlight the variability of the carryover effect of outcome valence from a work-related service context that serves as incidental emotions to a subsequent unrelated service encounter which is hedonic in nature. From the results gathered, variations were observed in relation to the dynamics of outcome valence in affecting core service evaluation where teaching quality was assessed, and in the peripheral service context in the form of retail experience at a branded cafè. From the basis of these findings, the psychological role of retail stores operating in a valence-oriented industry such as the higher education is discussed in this study.

Essentially, this study contributes to the academic literature and managerial practices by extending the knowledge in the dynamics of valence and its impact upon service perceptions.

This study adopts a simulated experimental design to assess the transference effect of valence in specific service encounters. This methodological approach offers greater reliability compared to existing studies which undertake a retrospective approach via questionnaire survey to examine outcome valence in service experiences. The results from this study provide important managerial implications by assessing the impact of valence upon customer satisfaction ratings which are commonly used for performance appraisal of service staff members. Additionally, the outcome of this study potentially assist managers to account for incidental emotions which may have an impact upon customer’s service experience.

Purpose: This introduction sets the stage for the book theme, “Emotions and Negativity,” by reviewing the early work on negative emotions and by discussing the impact of the COVID pandemic on people’s moods and emotions. It discusses how most of the chapters in this book were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (“Emonet XII”). It then highlights the key contributions from each of the chapters. Study Design/Methodology/Approach: This gives an overview of the organizational structure of the book and explains the four major parts of the book. It then relates each chapter to the theme of each part and discusses the key contributions of each chapter. Findings: The introduction concludes by observing that the chapters offer a variety of practical solutions to negative emotions that should be of use to both practitioners and academicians. Originality/Value: The chapters investigate underresearched topics, and thus make original and important new contributions. Although underresearched, the topics they explore have a major impact on people’s lives. Thus, these chapters add considerable value to the field.

Wine producers and marketing professionals increasingly recognize the significance of online wine reviews. Emotions have long been acknowledged as influential in online review behaviors. However, considering the multisensory nature of the wine experience, consumers’ wine expertise also plays a substantial role. Hence, this study aims to examine the online review behaviors exhibited by wine consumers through the dual lens of wine expertise and emotionality.

Two studies were conducted to address the research question. Study 1 explored the relationship among expertise, emotionality and review behaviors using a panel data model, with a data set consisting of 4,600,922 reviews from Vivino.com. Study 2 used a multigroup structural equation modeling (SEM) analysis using data obtained from an online survey. Study 2 aimed to investigate the interactive impact of emotionality and expertise on online review intention mediated by customer engagement.

The findings from Study 1 demonstrated a positive correlation between emotionality and online wine reviews. In addition, expertise displayed a bell-shaped relationship with both emotionality and online wine reviews. Study 2, in turn, uncovered that novices and experts experienced a direct influence of emotionality on their review intentions. In contrast, for those classified as ordinary, the influence of emotionality on review intention occurred indirectly through the mediation of customer engagement.

This paper extends the current literature on online wine review by integrating the effect of emotion and expertise on online wine review behaviors, expanding the examination of Dunning–Kruger effect in the wine literature. It also adds value by introducing emotionality and the Evaluative Lexicon into the hospitality literature, extending the measurement of emotion from valence and extremity to a third dimension, emotionality, in hospitality and wine domains.

For many years now, both organizational researchers and practitioners alike have been interested in the role played by employee happiness on a number of workplace outcomes. In particular, many have been fascinated by the happy/productive worker thesis. According to this hypothesis, happy employees exhibit higher levels of job-related performance behaviors than do unhappy employees. However, despite decades of research, support for the happy/productive worker thesis remains equivocal. These inconsistent findings primarily result from the variety of ways in which happiness has been operationalized. Most typically, organizational theorists have operationalized happiness as job satisfaction, as the presence of positive affect, as the absence of negative affect, as the lack of emotional exhaustion, and as psychological well being. I will review this literature using the circumplex framework as the taxonomic guideline. In addition, drawing on the impetus of the “positive psychology” movement, I propose Fredrickson’s (1998, 2001, 2003) broaden-and-build theory of positive emotions as one approach especially well-suited for future research to better understand the happy/productive worker thesis.

This paper challenges the dominantly pessimistic view of emotion held by many strategy scholars and elaborates on the various ways in which emotion can help organizations achieve renewal and growth. I discuss how appropriate emotion management can increase the ability of organizations to realize continuous or radical change to exploit the shifting conditions of their environments. This ability is rooted in developing emotion-based dynamic capabilities that facilitate organizational innovation and change. These emotion-based dynamic capabilities express or arouse distinct emotional states such as authenticity, sympathy, hope, fun, and attachment to achieve specific organizational goals important to strategic renewal, such as receptivity to change, the sharing of knowledge, collective action, creativity, and retention of key personnel.