Dear Colleagues
I am pleased to announce that, together with Ron Humphrey and Quy Huy, I will be Guest Editing an Academy of Management Review "Special Topic Forum on: "Integrating Affect and Emotion in Management Theories." The call for submissions can be found at
http://aom.org/Content.aspx?id=1885#Integrating. Papers are due Aug. 31, 2014. The full text of the call is reproduced following my signature.
Cheers
Neal M. Ashkanasy, PhD
Professor of Management,
Editor-in-Chief, Journal of Organizational Behavior
Associate Editor, Academy of Management Review
Series Co-Editor, Research on Emotion in Organizations
Associate Editor, Emotion Review
UQ Business School
The University of Queensland
Brisbane, Qld 4072, Australia
CRICOS No.: 00025B
Phone: +617 3346-8006
Fax: +617 3346-8188
e-mail:
n.ashkanasy@uq.edu.au
http://www.business.uq.edu.au/display/teach/Neal+Ashkanasy
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ACADEMY OF MANAGEMENT REVIEW
Call for Papers - Special Topic Forum
Integrating Affect and Emotion in Management Theories
Guest Editors: Neal M. Ashkanasy, Ronald H. Humphrey, and Quy Nguyen Huy.
Over the last decades, research on affect and emotions has elicited increasing interest among management scholars. Research in adjoining fields such as social psychology and neurology has demonstrated that affect and emotions influence human cognitions and behaviors in important ways. But our theories of management still largely adopt a cold, rational perspective that fails to integrate the full nature of human thinking, feeling, and behaving (Ashkanasy & Humphrey, 2011; Huy, 2012). Our special topic forum seeks to encourage research that integrates affect and emotions to management theories at multiple levels, spanning intrapersonal variation to organizations as a whole-see, for example, Ashkanasy's (2003) multi-level model of affect in organizations-as well as entities larger than organizations such as institutional fields and multinational settings. In this respect, theoretical contributions are invited that address various levels of analysis such as:
* Within-person: Research has demonstrated that temporal (or "within-person") variations in moods and emotions throughout the day influence job satisfaction and individual performance. Additional theoretical development is needed to help us understand how leaders can help themselves, their peers and co-workers, and their subordinates better manage these within person variations in moods in a way that boosts job satisfaction and performance. In this respect, Fisher (2008) asks, "What if we took within-person performance variability seriously?"
* Between-persons: Trait affect, emotional intelligence, and other emotion-related traits, although sometimes controversial, have been shown to be related to job satisfaction and performance. Non-emotion-related traits, such as cognitive intelligence and conscientiousness, are also well-established predictors of performance. More theoretical development is required to understand how these traits work together to influence performance for both leaders and followers. Research has also demonstrated that other emotion-related traits, such as leader empathy, are also correlated to their followers' performance and well-being. In addition, a better theoretical understanding of how contextual factors influence the usefulness of these traits is needed to guide future empirical research.
* Dyadic interactions: Emotional displays have been shown to have substantial effects on interpersonal relationships, work behavior, and turnover. More recently scholars have also demonstrated the importance of emotional displays in important organizational functions such as leadership. We also need more research and theory that takes into account the differential effects of discrete emotions (happiness, joy, excitement, shame, anger, disgust, etc.) on interpersonal relationships at work. For example, do even negative emotions serve a useful purpose in the workplace under certain circumstances?
* Leadership and teams: We also need theoretical models to understand better how leaders act as mood and emotion managers. How do leaders influence their followers' moods or emotions via role modeling, emotional labor tactics, emotional contagion, or other processes? What impact does this have on performance, customer satisfaction, and employee satisfaction? What are the ethical implications of trying to influence others' moods or emotions? And what are the reciprocal implications of upward mood effects derived from followers' emotional expressions?
* Organization-wide: There is also an opportunity to do innovative theoretical research to understand the role of affect and emotions at the organization-wide level. For instance, what role do emotional labor display rules play in creating the overall organizational culture? To what extent can leaders shape how employees experience affect throughout the organization? Do industry characteristics influence the importance of affect to an organization? Should leaders be held accountable for creating a healthy emotional climate for their employees? What is the role of emotions in entrepreneurship?
We seek moreover to encourage the development of new theories that integrate affect or emotions across these five levels and beyond. This integration can answer questions such as:
1) How can individual emotions influence individual or small group behaviors in organizations?
2) How can individual or small group emotions influence collective (that is, organizational, institutional, or multinational) outcomes?
3) How can emotions influence collective outcomes and strategic decision-making?
Since research on Questions 2 and 3 remain significantly underdeveloped in relation to that of Question 1, our special issue makes an emphatic call for scholars to devote special attention to these two mechanisms. In fact, we believe that management scholars can add distinctive value by investigating how micro emotions influence macro collective outcomes. Although scholars tend to address this issue with the traditional aggregation mechanism, organizations are more than the sum average of individuals, and many important organizational phenomena can be influenced by a small group of individuals (Huy, 2012). The multi-level model of affect in organizations described earlier raises a number of important questions that contributors may wish to address, ranging from within-person processes to organization-level issues. In addition, contributors may wish to go beyond this model to consider submission on additional topics including (but not limited to):
* Institutional theory: There is a growing momentum of research focused on understanding the individual level dynamics of institutionalization and legitimacy, both in terms of the role of individuals' judgments and evaluations of institutions and in terms of the types of actions individuals engage in to develop and alter institutions. Previous research on the social psychology of emotion provides reasons to expect that the experience of emotion plays a role in both of these dynamics. For example, it may be the case that the experience of certain emotions (such as anger or moral outrage) acts as an alarm event or trigger that alerts individuals to more active consideration of the legitimacy of a social entity. In addition, emotions may also motivate action in the form of new efforts at, or increased persistence in, institutional work. Papers included in this special issue might consider the role of emotion, perceiving and managing collective emotions in improving institutional entrepreneurs' efforts at institutional change.
* Perceiving and managing collective emotions in distinct organizational or institutional contexts: Many organizational or institutional events can elicit emotions among large groups of people such as failures of institutions and increased regulation of an industry (e.g., financial sector), firm creation, change in organizational identity, organizational innovation, or mergers and acquisitions. Although scholars have documented the (often harmful) effects of emotions, we know much less about how to manage collective emotions to achieve desirable collective outcomes. Different events can elicit different collective emotions among different groups of people depending on their group preferences and interests, and scholars can take a more fine-grained look into the process of perceiving and managing collective emotions created by these events.
* Collective emotion regulation and strategic action: entrepreneurs or top executive teams can experience team emotions as they consider major decisions such as investing important company resources in an uncertain product or geography; or how to respond to potentially damaging competitive actions such as severe price cutting or being acquired by the competitor. How these teams regulate their emotions likely influences the quality of decisions they make or stakeholder support for decision implementation.
TIMELINE AND SUBMISSION
To be considered for publication in this Special Topic Forum, manuscripts must be received by August 31, 2014. (Please do not submit papers for this Special Topic Forum prior to July 30, 2014) Manuscripts should be submitted through the Manuscript Central submission system (http://mc.manuscriptcentral.com/amr/). From there, you can follow the Web site directions to submit your manuscript for this special topic forum issue.
For queries about submissions, contact AMR's managing editor, Susan Zaid, at
szaid@pace.edu. For questions regarding the content of this special topic forum, contact one of the guest editors: Neal Ashkanasy (
n.ashkanasy@uq.edu.au), Ron Humphrey (
rhhumphr@vcu.edu); or Quy Huy (
quy.huy@insead.edu).
REFERENCES:
Ashkanasy, N. M., & Humphrey, R. H. 2011. A multi-level view of leadership and emotions: Leading with emotional labor. In A. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl-Bien (eds.), Sage handbook of leadership: 363-377. London, UK: Sage.
Ashkanasy, N. M. 2003. Emotions in organizations: A multilevel perspective. In F. Dansereau and F. J. Yammarino (Eds.), Research in multi-level issues, Vol. 2: 9-54. Oxford, UK: Elsevier/JAI Press.
Fisher, C. D. 2008. What if we took within-person performance variability seriously? Industrial and Organizational Psychology: Perspectives on Science and Practice, 2: 185-189.
Huy, Q. 2012. Emotions and Strategic Organization: Opportunities for impactful research. Strategic Organization, 10: 240-247.