An Emotional Process Theory of How Subordinates Appraise, Experience, and Respond to Abusive Supervision Over Time

Oh, Jo K.; Farh, Crystal I. C.

doi:10.5465/amr.2014.0347

Cited by 146 publications

(211 citation statements)

References 147 publications

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“…This research is inspired by Kiefer (2002) Moreover, our empirical data provides evidence of Fredrickson's broaden-and-build theory of positive emotions (Fredrickson, 2013) and of the dynamic emotional process model (Oh & Farh, 2017). Our findings provide also support to Scherer (2009) who defines emotion as an emergent, dynamic process based on the individual subjective, cognitive appraisal of an affective event.…”

Section: Theoretical Implicationssupporting

confidence: 82%

“…Ashkanasy & Daus, 2002). Despite the episodic nature of emotions, emotions are dynamic (Fredrickson, 2013;Oh & Farh, 2017). This research addresses two gaps identified by Ashkanasy and Humphrey (2011), namely the need for within-person research and the need to take more account of the context in studies of emotions in organisations.…”

Section: Emotions and Theories About Emotionsmentioning

confidence: 99%

“…Holmlund, 2004;Tian et al, in press). The episodic emotional process model considers how appraisals, emotions and responses from one episode carry forward to serve as inputs for the next in feedback loops marked by 'conscious learning', as well as in less conscious feedback loops (Oh & Farh, 2017). Future research would benefit from more research on the role emotions play in post-M&A identification building, socio-cultural integration, and how emotional expressions vary across cultures (Graebner et al, 2017;Sarala et al, in press).…”

Section: Limitations and Future Research Orientationmentioning

confidence: 99%

See 2 more Smart Citations

The emotions of top managers and key persons in cross-border M&As: Evidence from a longitudinal case study

Hassett

Reynolds

Sandberg

2018

International Business Review

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Building on prior research on emotions in M&A, this paper analyses the post-M&A emotions of top managers and key persons from the acquired company by examining what triggers emotions during the post-acquisition integration stage, and what the consequences of those emotions are. This study applies cognitive appraisal and affective event theories with empirical evidence based on a longitudinal, single case study of an Indian-Finnish acquisition. The main findings imply that M&As are very emotional for top managers and key persons. Our findings reveal that they experience a wide range of positive and negative emotions triggered by individual and company-level triggers. Interestingly various triggers can have different and opposite appraisal outcomes in the short and long-term. In addition, top managers and key persons are often restricted in the range of behavioural outcomes caused by emotions.

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Section: Theoretical Implicationssupporting

confidence: 82%

Section: Emotions and Theories About Emotionsmentioning

confidence: 99%

Section: Limitations and Future Research Orientationmentioning

confidence: 99%

See 1 more Smart Citation

The emotions of top managers and key persons in cross-border M&As: Evidence from a longitudinal case study

Hassett

Reynolds

Sandberg

2018

International Business Review

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“…The second of the articles in this STF is also situated at micro-to meso-levels of analysis. In it, authors Oh and Farh (2017) present an emotional process theory of how subordinates appraise, experience, and respond to abusive supervision over time. As the title of this article suggests, the authors tie in cognitive processes, namely appraisals and attributions, to emotional processes.…”

Section: The Articlesmentioning

confidence: 99%

Integrating Emotions and Affect in Theories of Management

Ashkanasy

Humphrey

Huy

2017

AMR

147

108

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Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today's scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: how anger and fear can spark productivity, how employees respond to abusive supervision over time, how leader-member exchanges are shaped by affective events, the social functions of emotional complexity for leaders, team entrepreneurial passion, the effects of institutional beliefs on emotional displays, the nexus of affective climate and organizational effectiveness, and the role of gratitude in organizations. In this introduction, we briefly summarize the main points from each article, and discuss new research directions arising from the articles. To spur even deeper research into this important and still unfolding field of discovery, and stimulated by the articles in this STF, we conclude with additional thoughts and ideas on the role of emotions and affect in organizations,.

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“…People may also use emotions and feelings as sense-making data. Management scholars have recently applied attribution theory to explain how negotiators attributed perceived threat and cooperativeness to their counterparts' emotions (Hillebrandt and Barclay 2017), how individuals' varied attributions of supervisor behavior led to different emotions and behavioral responses (Oh and Farh 2017), and how the attribution of external or internal locus of control could explain stakeholders' perception of foreign organizations (Crilly et al 2016). The premise that VBM draws from attribution theory is that people square their experiences or proactively anticipate future encounters using resources, such as personal values, that they currently have.…”

Section: First Element (Pre-negotiation): What Are My Values?mentioning

confidence: 99%

Advancing a Distributive-Bargaining and Integrative-Negotiation Integral System: A Values-Based Negotiation Model (VBM)

Gan

2017

Social Sciences

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Abstract:The proposed values-based negotiation model (VBM) agrees with and extends principled negotiation's recognition of personal values and emotions as important negotiation elements. First, building upon Martin Buber's existentialist treatment of religion and secularism, VBM centers on religion as one of many possible sources of personal values that informs respectful and mutually beneficial interactions without needing one to necessarily be religious. Just as one need not be a Buddhist or a Hindu to practice yoga, negotiators of any theological outlook can profit from a model grounded in broad, common tenets drawn from a range of organized religions. Second, VBM distinguishes feelings from emotions because the long-lasting and intrinsically stimulated effects of feelings have greater implications on the perception of negotiated outcomes. VBM negotiators view negotiations as a constitutive prosocial process whereby parties consider the outcome important enough to invest time and energy. Negotiators who use VBM appeal to the goodness of their counterparts by doing good first so that both parties avoid a win-lose outcome. This counterintuitive move contradicts the self-centered but understandably normal human behavior of prioritizing one's own interests before others' interests. However, when one appeals to the goodness of one's Buberian Thou counterparts, he or she stimulates positive emotions that promote understanding. Third, VBM provides a framework that draws upon an individual's personal values (religious or otherwise) and reconfigures the distributive-bargaining-and-integrative-negotiation distinction so that negotiators can freely apply distributive tactics to claim maximum intangible and tangible outcomes without compromising on their personal values or valuable relationships.

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An Emotional Process Theory of How Subordinates Appraise, Experience, and Respond to Abusive Supervision Over Time

Cited by 146 publications

References 147 publications

The emotions of top managers and key persons in cross-border M&As: Evidence from a longitudinal case study

The emotions of top managers and key persons in cross-border M&As: Evidence from a longitudinal case study

Integrating Emotions and Affect in Theories of Management

Advancing a Distributive-Bargaining and Integrative-Negotiation Integral System: A Values-Based Negotiation Model (VBM)

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