2002
DOI: 10.1177/014920630202800304
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Diversity and Emotion: The New Frontiers in Organizational Behavior Research

Abstract: 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 … Show more

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Cited by 401 publications
(227 citation statements)
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“…According to affective events theory, individuals experience generalized emotion states, yet daily hassles and uplifts (affective events) punctuate and are proximal causes of their emotional states over time (Weiss & Cropanzano, 1996). The accumulation of a succession of positive or negative affective events leads to positive or negative affective states in employees that, in turn, presage attitudinal states and behaviors (Ashkanasy, Hartel, & Daus, 2002). In our model, boundary violations and work-home conflict are analogous to affective events and emotional state, respectively.…”
Section: Implications For Theorymentioning
confidence: 99%
“…According to affective events theory, individuals experience generalized emotion states, yet daily hassles and uplifts (affective events) punctuate and are proximal causes of their emotional states over time (Weiss & Cropanzano, 1996). The accumulation of a succession of positive or negative affective events leads to positive or negative affective states in employees that, in turn, presage attitudinal states and behaviors (Ashkanasy, Hartel, & Daus, 2002). In our model, boundary violations and work-home conflict are analogous to affective events and emotional state, respectively.…”
Section: Implications For Theorymentioning
confidence: 99%
“…More precisely, communication is viewed here primarily as a factor that moderates the influence of diversity on performance (e.g., Ashkanasy et al, 2002;Ayoko, 2007;Findler et al, 2007;Grimes and Richard, 2003). For instance, some scholars suggest that organizations should encourage 'cosmopolitan communication' (Grimes and Richard, 2003) and thus demonstrate their appreciation of the differences between individuals in order to sustain competitive advantage (e.g., Grimes and Richard, 2003).…”
Section: Instrumental Perspectives On Diversity Managementmentioning
confidence: 99%
“…The level of a pay gap can be used as indicator for the strength of indirect discrimination. Combinations of diversity parameters are interesting to be analyzed, because the social identity has more than one dimension, e.g., gender and race (Ashkanasy et al 2002). However, investigations of this kind require a different dataset than Germany, because the variation in race, religion or ethical background is not large enough to provide representative conclusions-a US context might be more suitable for this type of analysis.…”
Section: Discussionmentioning
confidence: 99%