Anxiety, Advice, and the Ability to Discern: Feeling Anxious Motivates Individuals to Seek and Use Advice

Gino, Francesca; Wood, A. Jamie; Schweitzer, Maurice E.

doi:10.1037/e519702015-065

Cited by 11 publications

(5 citation statements)

References 60 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Most people experience some level of state anxiety every day (Brooks & Schweitzer, 2011). Such state anxiety is frequently triggered by social interactions, change, performance evaluations, and uncertainty (Gino, Brooks, & Schweitzer, 2012;Gray, 1991). Our research extends prior research by assessing whether completing a ritual can causally reduce preperformance anxiety and thereby enhance task performance.…”

Section: Rituals Anxiety and Performancesupporting

confidence: 60%

“…Across many domains, anxiety impairs performance (Bandura, 1997;Brooks, 2014;Brooks & Schweitzer, 2011;Eysenck, 1992;Gino et al, 2012;Han et al, 2007;Raghunathan & Pham, 1999), yet previous research has identified relatively few prescriptions for contending with anxiety. Across our studies, we used multiple performance tasks and different rituals to show that rituals consistently decreased anxiety, as assessed by both self-reported anxiety and a physiological measure of anxiety: heart rate.…”

Section: Discussionmentioning

confidence: 99%

“…For example, negotiators who experience anxiety make low first offers, exit negotiations early, and earn less profit than neutral-state negotiators, effects that are mediated by negotiator self-efficacy (Brooks & Schweitzer, 2011). Similarly, individuals who experience anxiety seek out and rely more heavily on advice -even when the advice is of low quality -due to their lack of confidence in their own ability to make good judgments (Gino et al, 2012).…”

Section: Rituals Reduce Anxietymentioning

confidence: 99%

See 2 more Smart Citations

Don’t stop believing: Rituals improve performance by decreasing anxiety

Brooks

Schroeder

Risen

et al. 2016

Organizational Behavior and Human Decision Processes

Self Cite

120

View full text Add to dashboard Cite

a b s t r a c tFrom public speaking to first dates, people frequently experience performance anxiety. And when experienced immediately before or during performance, anxiety harms performance. Across a series of experiments, we explore the efficacy of a common strategy that people employ to cope with performance-induced anxiety: rituals. We define a ritual as a predefined sequence of symbolic actions often characterized by formality and repetition that lacks direct instrumental purpose. Using different instantiations of rituals and measures of anxiety (both physiological and self-report), we find that enacting rituals improves performance in public and private performance domains by decreasing anxiety. Belief that a specific series of behaviors constitute a ritual is a critical ingredient to reduce anxiety and improve performance: engaging in behaviors described as a ''ritual" improved performance more than engaging in the same behaviors described as ''random behaviors."

show abstract

Section: Rituals Anxiety and Performancesupporting

confidence: 60%

Section: Discussionmentioning

confidence: 99%

Section: Rituals Reduce Anxietymentioning

confidence: 99%

See 1 more Smart Citation

Don’t stop believing: Rituals improve performance by decreasing anxiety

Brooks

Schroeder

Risen

et al. 2016

Organizational Behavior and Human Decision Processes

Self Cite

120

View full text Add to dashboard Cite

show abstract

“…in relation to employing people, international trading and financing) than the smallest businesses. These resource needs reflect more complex decisions with higher stakes, both of which have been linked with increasing demand for external advice (Brockner et al, 1984;Gino and Moore, 2007;Gino et al, 2012;Yaniv, 2004). Previous evidence therefore indicates that the relationship between firm size and the use of external assistance is not as straightforward as the resource-based view might suggest.…”

Section: A Contingency Frameworkmentioning

confidence: 73%

Which SMEs seek external support? Business characteristics, management behaviour and external influences in a contingency approach

Mole

North

Baldock

2016

Environment and Planning C: Politics and Space

View full text Add to dashboard Cite

To improve SME growth and competitiveness, governments often encourage business ownermanagers to make use of external sources of support. Whether they seek this depends on the degree to which they perceive themselves to need assistance. Additionally, its use can be constrained by market failures. In this paper, we model whether SME owner-managers seek information and advice from formal sources, including public and private providers. In 2011, the researchers conducted a telephone survey of 1202 SMEs (1-249 employees) in England to assess the use and non-use of external support between 2008 and 2011. Using a contingency approach, we model various influences on the use and non-use of formal support and identify those owner-managers who face more concerns but have less confidence in their capabilities. We find that the demand for support, especially from private providers, is fuelled by a firm's objective to grow and a size threshold, although this is moderated by various concerns which increase the likelihood of using public sources. The willingness to take informal advice can act as a stepping stone to using formal sources. Whilst market failures affected less than a fifth of firms, those with women directors were particularly affected as were newly founded firms.

show abstract

“…For example, García (2013) finds that the effect of news sentiment on the stock market is much greater during recessions than during expansions. Notably, there is evidence from the experimental psychology literature that during times of anxiety that people are more open to advice (Gino et al, 2012). If traders are more prone to sentiment during times when the prevailing state of the stock market is negative, then we would expect to see sentiment have a greater effect during bear markets.…”

Section: Bull and Bear Marketsmentioning

confidence: 99%

News Media and Investor Sentiment over the Long Run

2017

View full text Add to dashboard Cite

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may Queen's University Belfast AbstractThis paper studies the effect of investor sentiment on the London stock market on a daily basis over the period 1899 to 2010. We use a broad mix of reporting from the Financial Times as our proxy for investor sentiment. The main contribution of this paper is threefold. First, newspaper commentary, which was sentiment-laden, but information-light, in the Financial Times affects returns. Second, we find evidence that sentiment plays a role in propagating price movements, particularly during bull markets. Third, we find little evidence that the effect of sentiment on the market differs in bear versus bull markets.JEL Classification: G12, N23, N24

show abstract

Anxiety, Advice, and the Ability to Discern: Feeling Anxious Motivates Individuals to Seek and Use Advice

Cited by 11 publications

References 60 publications

Don’t stop believing: Rituals improve performance by decreasing anxiety

Don’t stop believing: Rituals improve performance by decreasing anxiety

Which SMEs seek external support? Business characteristics, management behaviour and external influences in a contingency approach

News Media and Investor Sentiment over the Long Run

Contact Info

Product

Resources

About