Emotions have widespread effects in organizations and underlie a broad range of dynamics in organizations. This volume explores the role that emotion plays in such diverse organizational phenomena as entrepreneurship, change, service failure, and creativity.

This volume contributes to the ongoing study of the forces that shape the functioning of individual interpersonal workplace relationships, and it demonstrates the complex interplay between emotion, cognitive processes, brain functioning and contextual factors at multiple levels of workplace life.

Research on Emotion in Organizations is the publication of the Emonet listserv http://www.emotionsnet.org, which hosts the biennial International Conference on Emotion and Worklife. Chapters in the series include a selection of peer-reviewed papers from the conference, together with invited chapters by leading scholars in the field of emotion in o

Critical to the success of any organization is a characteristic called dynamism. Exactly the opposite of anhedonia, or listlessness, dynamism is identified with intensity, enthusiasm, and motivation, qualities that enable people in organizations to get things done. Psychologist Wayne Pace clarifies the meaning of dynamism and its various roles in organizational functioning, provides ways to enhance and measure it, and introduces to human resource professionals a new model of career progression based upon it. Better grounded in scientific principles and data than other books dealing with topics like vitality and enthusiasm and written in a direct, positive, credible, and easy to grasp style, Pace's book covers an unusually wide range of topics--from work systems to language and interpersonal style, to modes of thinking, to mindsets--all of which he sees as dimensions of organizational dynamism and all of which play crucial roles in saving the organization from anhedonia. He makes clear that we cannot design work systems that alone will compel outstanding performance. Instead, we must find ways to release the power of individual workers themselves. His book shows why work systems are so detrimental to enthusiasm and what can be done to reverse their effects. The result is an essential explication for human resource and organizational development specialists and an enlightening introduction for top management everywhere. Pace develops his ideas from a theory of credibility consisting of three dimensions: expertise or competence, trust or confidence, and dynamism or enthusiasm. Focusing his attention on the latter, he explores the underlying mindsets that affect decisions to devote energy to work. He introduces new practices, such as Altra Teams, E-prime language, and Natural Work Goals and explores the mental sets and perceptions that workers have, things that affect the amount of energy, enthusiasm, and vigor they can devote to doing their work. He goes on to explain four work perceptions--performance, opportunity, fulfillment, and expectations or aspirations--which he identifies as basic to the way modern workers approach their tasks. Not only does his book offer a theory and explanation of dynamism, but it also provides concrete instruments to measure it and how well it is developing in your own organization. He then introduces the concepts of organizational learning and learning organizations, and closes with a chapter containing incidents, cases, and personal reports that show how other organizations actually can--and do--release dynamism in their own work settings.

The study of emotions in organizations is unlocking exciting insights into why employees behave as they do in groups, organizations and in different cultural contexts. This title showcases a collection of the work advancing knowledge and practice in these areas.

This book takes a fresh perspective to acquisition research, focusing on employee emotions. It builds on the human-centric approach to mergers and acquisitions, where previous literature has concluded that emotions are important, yet few studies have explored them in depth. To fill the gap, this book takes emotion research in organizations as its starting point, exploring what emotions are, how they emerge, and how they influence organizational contexts, such as acquisitions. Whereas previous acquisition literature has concluded that emotions are most often negative and lead to complications, this book shows how emotions can become a positive force driving post-acquisition change and unification. This book combines multidisciplinary theoretical insights with practical real-world case studies to provide detailed analysis and approachable findings that will appeal to academics and practitioners alike.

Emotional expressions are omnipresent, but how do they influence us? This book highlights the pervasive interpersonal effects of emotions.