Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations

Tai, Kenneth; Narayanan, Jayanth; McAllister, Daniel J.

doi:10.5465/amr.2009.0484

Cited by 148 publications

(193 citation statements)

References 153 publications

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“…From a non-malicious perspective, benign envy indicates the possibility that envy can motivate people to excel by raising themselves instead of bringing others down (Tai et al 2012). Benign envy can work as an incentive for activity that aims to improve one's status and performance (Duffy et al, 2008;Patient et al, 2003;Tai et al 2012). Envy can thus serve as a catalytic emotion that engenders action and sensemaking.…”

Section: Envy In Relationshipsmentioning

confidence: 99%

“…Envy is therefore primarily a negative emotion, although some scholars have emphasized its nonmalicious aspects, i.e., benign envy (e.g., van de Ven et al, 2009;Tai et al, 2012). Malicious envy is aligned with negative outcomes and benign envy with positive (van de Ven et al 2009).…”

Section: Envy In Relationshipsmentioning

confidence: 99%

“…According to this view, envy is thus not a virtuous phenomenon that can contribute to ethically sustainable behavior but is more closely related to resentment (Clanton, 2007), which is a depraved phenomenon. From a non-malicious perspective, benign envy indicates the possibility that envy can motivate people to excel by raising themselves instead of bringing others down (Tai et al 2012). Benign envy can work as an incentive for activity that aims to improve one's status and performance (Duffy et al, 2008;Patient et al, 2003;Tai et al 2012).…”

Section: Envy In Relationshipsmentioning

confidence: 99%

“…Although emotions are a crucial element of 3 proximate relationships, these emotions are not necessarily positive and might include non-virtuous emotions, such as envy (see Ben-Ze'ev, 1992). Although studies have argued that envy greatly affects management decision-making and behavior (Goel and Thakor, 2005;Mavin, 2006), workplace behavior (Bies et al, 1997;Patient et al, 2003;Duffy et al, 2012;Tai et al, 2012;Vecchio, 1995Vecchio, , 1997 and even the fundamental theory of the firm (Nickerson and Zenger, 2008), a careful study of envy has not been undertaken in the management literature (see Mishra, 2009;Tai et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

From Rationality to Emotionally Embedded Relations: Envy as a Signal of Power in Stakeholder Relations

Siltaoja

Lähdesmäki

2013

J Bus Ethics

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Although stakeholder salience theory has received a great deal of scholarly attention in the business ethics and management literature, the theory has been criticized for overemphasizing rationality in managerial perceptions. We argue that it is important to better understand what socially constructed emotions signal in business relations, and we posit the role of envy as a discursive resource used to signal and construct the asymmetrical power relations between small-business owner-managers and their stakeholders. Our study makes two primary contributions. First, we suggest that socially and culturally constructed emotions (such as envy) have significance in stakeholder salience analyses.Second, we suggest that socially and culturally constructed emotions provide a fruitful context in which to understand the limitations of owner-managers' personal and moral autonomy.

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Section: Envy In Relationshipsmentioning

confidence: 99%

Section: Envy In Relationshipsmentioning

confidence: 99%

Section: Envy In Relationshipsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

From Rationality to Emotionally Embedded Relations: Envy as a Signal of Power in Stakeholder Relations

Siltaoja

Lähdesmäki

2013

J Bus Ethics

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“…Researchers had not performed a considerable study in this way and this requires a number of studies. But some researchers such as Tai et al, (2012) believe that envy may result in negative or positive behaviors, since envy individual is seeking to attain the situation of the other person and until shows no innovation or creativity, there would be no happening, but when the chance of privilege or fitting expressed, enviers hardly try to attain opportunities. In such a way those ignorant and megalomania people grab the chances from deserved individuals and since they are not on the right path, they cannot benefit the, (Golbaf, 1996).…”

Section: Statement Of the Problemmentioning

confidence: 99%

Introducing a model of organizational envy management among university faculty members: A mixed research approach

Daneshvar¹,

Yousefi²,

Niazazari³

2016

Int Rev

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The present study aimed at offering a model of organizational envy management among faculty members of Islamic Azad Universities of East Azarbaijan Province. A mixed method through involving qualitative data and then quantitative data emphasizing on quantitative analysis. Population of the study was the entire faculty members with associate or higher degree in the educational year of 2014-2015. In the qualitative stage 20 individuals (experts) were selected to design the primary model and questionnaire, and to fit the model 316 faculty members were selected. In the qualitative section it was specified that influential variables on envy management in faculty members are health organizational climate, spiritual leadership, effective communication, job satisfaction and professional development of professors and approved, as well in the quantitative section findings showed that there is a significant relationship between effective variables so that in indirect analysis of effect of organizational climate on envy management, the variable of spiritual leadership via the variable of effective communication had little effect on envy management than variables of professional development and job satisfaction. It is concluded that university managers should provide conditions and backgrounds of envy management in the universities and enable professors for more effective roles without envy in the scientific climate of university to achieve in educational, research and servicing efficiency.

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Unravelling the Ghanaian “pull him/her down (PhD) syndrome” of malicious envy

Kyei

2022

Appl Psychoanal Studies

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The "pull him/her down" or the "PhD" syndrome is the Ghanaian colloquial term for malicious envy, the arousal of primitive urges to destroy the good fortune of someone simply because one lacks what the envied other has.Behaviors motivated by malicious envy and which result in the "pulling down" of others in a country classified as collectivistic and highly religious appear contradictory, however, and this paper aims to shed light on this seeming contradiction. Conceptualizations of envy, cultural dimensions of collectivism, religiosity, and patriarchy which counterintuitively enable "pulling down" behaviors, the three different categories of PhD syndrome perpetrators, and the influence of sibling dynamics in the PhD syndrome's enactments are explored. Recommendations for mitigating expressions of the PhD syndrome are also discussed.

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Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations

Cited by 148 publications

References 153 publications

From Rationality to Emotionally Embedded Relations: Envy as a Signal of Power in Stakeholder Relations

From Rationality to Emotionally Embedded Relations: Envy as a Signal of Power in Stakeholder Relations

Introducing a model of organizational envy management among university faculty members: A mixed research approach

Unravelling the Ghanaian “pull him/her down (PhD) syndrome” of malicious envy

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