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This article provides a review of recent developments in two topical areas of research in contemporary organizational behavior: diversity and emotions. In the section called "Diversity," we trace the history of diversity research, explore the definitions and paradigms used in treatments of diversity, and signal new areas of interest. We conclude that organizational behavior in the 21st century is evolving to embrace a more eclectic and holistic view of humans at work. In the section called "Emotions," we turn our attention to recent developments in the study of emotions in organizations. We identify four major topics: mood theory, emotional labor, affective events theory (AET), and emotional intelligence, and argue that developments in the four domains have significant implications for organizational research, and the progression of the study of organizational behavior. As with the study of diversity, the topic of emotions in the workplace is shaping up as one of the principal areas of development in management thought and practice for the next decade. Finally, we discuss in our conclusion how these two areas are being conceptually integrated, and the implications for management scholarship and research in the contemporary world. © 2002 Elsevier Science Inc. All rights reserved.In this article, we canvass two issues that we believe are both topical and important in organizational behavior: diversity and emotions. We present an analytical review of recent theoretical and empirical developments in these fields, and suggest that integration of these two issues has exciting theoretical and research implications. The first part of our paper deals with diversity. In common with the study of emotions, this area of organizational study underscores how the cognitive-rational paradigms of organizational behavior (e.g., Simon, 1976) are today being challenged. In the first part of our paper, therefore, we trace the history of diversity research, explore the definitions and paradigms used in treatments of it, and signal new areas of interest. In the section called "Emotions," we direct our attention to a discussion of the current and growing interest in the study of emotions in organizational settings. Although interest in emotions in work settings is spread across a broad range of topics, our reading of the trends in this area leads us to the conclusion that four domain areas are especially worthy of attention: mood effects, emotional labor, affective events theory (AET), and emotional intelligence.Why diversity and emotion? As we show below, these are relatively new and stilldeveloping topics in organizational behavior. We argue, however, that modern workplace trends have created an impetus for a focus on these topics. In particular, we identify four trends that, along with their implications, guided our choice to integrate diversity issues and emotions in this article. These are:The trend to globalization: As organizations geographically diversify, and the free movement of labor across national boundaries intensifies, the...

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This paper examines the relative influence of two key antecedents of brand loyalty-satisfaction and involvement and the moderating role of experience, using a sample of business buyers. The central argument of this paper is that the strength of the effect of these variables on attitudinal brand loyalty will vary with the level of customer experience with purchasing the service. Building on previous research which examined low-risk, customer product settings [Kim, J., Lim, J.S., & Bhargava, M. (1998). The role of affect in attitude formation: A classical conditioning approach. . Heart and mind in conflict: The interplay of affect and cognition in consumer decision-making. Journal of Consumer Research 26: 278], this study shows that for a high-risk setting, involvement with the service category will be more dominant in its influence on brand loyalty than satisfaction with the preferred brand. Furthermore, it was found that experience moderated the influence of involvement and satisfaction on attitudinal brand loyalty for a high-risk business-to-business service. This study provides new insights into the theory and practice of buyer behavior and business-to-business brands. Crown

Using a multi-method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and counterproductive behaviors. Three studies were undertaken for the present research. Data for Study 1 emerged from semi-structured interviews conducted with 50 group leaders and members from six workgroups in two large organizations. Interviews were transcribed and analyzed using systematic interpretative techniques. Findings from Study 1 showed that conflict induced a variety of emotional and behavioral responses. Data from Study 2 were collected from 660 employees from 7 public sector organizations using a structured open-ended survey. Results from Study 2 revealed that the majority of respondents perceived their managers as bullies. Study 3 surveyed 510 staff in 122 workgroups from five organizations. Regression analysis revealed that differing conflict events were associated with bullying, emotional reactions and counterproductive behaviors. In particular, prolonged conflict increased incidents of bullying. Higher levels of bullying were predictive of workplace counterproductive behaviors such as purposely wasting company material and supplies, purposely doing one's work incorrectly and purposely damaging a valuable piece of property belonging to the employer.Workgroups are a popular tool to complete tasks more efficiently and quickly in organizations. Effective workgroups offer the potential benefits of increased levels of innovation, improved quality of outputs and speed (Jackson, 1996). On the other hand, members of workgroups experience higher levels of conflict, bullying and stress (Jehn, 1995;Pelled, 1996;Rayner, 1998;Thomas, 1992). The current research reports upon a series of studies that investigate the relationship between workplace conflict, bullying, emotions and counterproductive behaviors. The overall aim of this program of research was to examine the effects of different conflict events and reactions to conflict on the fre-• Direct all correspondence to: Oluremi B. Ayoko, 284 BULLYING AND COUNTERPRODUCTIVE BEHAVIORS quency of bullying and counterproductive behaviors. Study 1 examined the triggers of intragroup conflict and emotional reactions to conflict. Study 2 further investigated conflict and bullying incidents and the emotional reactions aroused by bullying. Study 3 explored the link between workplace conflict, bullying, emotions and counterproductive behaviors.

The authors seek to advance research on conflict and emotions by integrating features of conflict, reactions to conflict, and team emotional intelligence climate. They tested hypothesized links between variables with data collected from 528 employees in 97 organizational teams. Results revealed that teams with less-well-defined emotional intelligence climates were associated with increased task and relationship conflict and increased conflict intensity. In addition, team emotional intelligence climate, especially conflict management norms, moderated the link between task conflict and destructive reactions to conflict. Implications for future research and practice are discussed.

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is a doc toral can di date at the UQ Busi ness School, Uni ver sity of Queensland, Aus tra lia Rebekah Bennett holds a Doc tor of Phi los o phy in the area of mar ket ing and is a lec turer in the UQ Busi ness School, Uni ver sity of Queensland, Aus tra lia.