Who’s bringing the donuts: The role of affective patterns in group decision making

Emich, Kyle J.

doi:10.1016/j.obhdp.2014.03.001

Cited by 27 publications

(37 citation statements)

References 59 publications

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“…Although conflict mostly occurs during an interpersonal interaction within a team, members experiencing conflict can influence the behaviors of other team members through emotional contagion, which refers to the process of team members subconsciously adapting the emotions of one another (Emich, 2014). Conflict is widely deemed as a collective phenomenon (Chun & Choi, 2014;Jehn, 1995;Jehn & Chatman, 2000;Peterson & Behfar, 2003;Simons & Bonding ties create the opportunity to act together (Adler & Kwon, 2002) and assume the opportunity exists to make the exchange and to produce information benefits (Nahapiet & Ghoshal, 1998).…”

Section: Literature Reviewmentioning

confidence: 99%

On the relationship between intragroup conflict and social capital in teams: A longitudinal investigation in Taiwan

Chang

2016

J Organ Behavior

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SummaryIn response to the prevalent deployment of teams in organizations, there is a need to jointly consider conflict and social capital within the teams to offer novel ways to understand group process. This study proposes that the association between intragroup conflict and group social capital may be dynamic and reciprocal. Specifically, this study investigates longitudinally how intragroup conflict influences group social capital within cross-functional teams and recognizes whether the teams with high group social capital can further produce intragroup conflict. The two-year longitudinal study sampled 527 individuals in 90 teams across two time periods. This study finds that when teams are formed (Time 1), task conflict relates positively to structural social capital, and relationship conflict relates negatively to cognitive social capital. There is an inverted U-type relationship between task conflict at Time 1 and social capital at Time 2. Established teams (Time 2) with higher levels of social capital experience higher levels of task conflict and lower levels of relationship conflict than teams with lower levels of social capital.

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Section: Literature Reviewmentioning

confidence: 99%

On the relationship between intragroup conflict and social capital in teams: A longitudinal investigation in Taiwan

Chang

2016

J Organ Behavior

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“…Specifically, the Broaden-and-Build Theory indicates that positive affect, or conciously accessible positive feelings (Fredrickson, 2001;Isen, 2008) leads to cognitive broadening, while experiencing negative affect results in a "narrowed thought-action repertoire" (Fredrickson, 2001, p. 220). In support of the Broaden-and-Build Theory, psychologists have found that positive affect leads to better problem solving and creativity (e.g., Amabile et al, 2005;Estrada et al, 1997;Isen, 2008;Isen et al, 1987;Staw and Barsade, 1993), increased perspective taking (Waugh and Fredrickson, 2006), and expanded information search when making decisions (Amabile et al, 2005;Bramesfeld and Gasper, 2008;Emich, 2014;Isen et al, 1978Isen et al, , 1991Staw and Barsade, 1993;Urada and Miller, 2000).…”

Section: Introductionmentioning

confidence: 99%

The affective antecedents of cognitive social network activation

et al. 2015

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“…In this case, reducing physician's tendency to hold onto an incorrect hypothesis by ignoring disconfirming evidence. The beneficial influence of positive affect also has been demonstrated in other decision domains, for example, intertemporal decision making (Pyone & Isen, ) and group decision making (Emich, ).…”

Section: Theoretical Backgroundmentioning

confidence: 89%

Let It Go: Positive Affect Attenuates Sunk Cost Bias by Enhancing Cognitive Flexibility

Emich

Pyone

2018

J Consum Psychol

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Sunk cost bias is a pervasive problem in consumer decision making. It occurs when people continue to invest resources toward unsuccessful outcomes merely because they previously invested in them. This tendency exists because people devote too much attention to prior investments without considering how other factors may impact their decision outcome. While many suggested interventions to attenuate sunk cost bias involve altering cognitive processes, we examine an alternate affective route. Specifically, we propose that inducing positive affect attenuates sunk cost bias by naturally facilitating flexible thought processes. Across four studies, using hypothetical and real decision tasks, we find that positive affect induced in three different ways consistently attenuates sunk cost bias involving money, time, and effort investments. Further, we demonstrate that this occurs because people experiencing positive affect have enhanced cognitive flexibility. They consider more relevant decision factors and perceive sunk cost as having less of an influence on their decision outcomes. Then, in a fifth study, we show that a thought intervention promoting flexibility can attenuate consumers’ suboptimal commitment tendency in a field setting.

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Who’s bringing the donuts: The role of affective patterns in group decision making

Cited by 27 publications

References 59 publications

On the relationship between intragroup conflict and social capital in teams: A longitudinal investigation in Taiwan

On the relationship between intragroup conflict and social capital in teams: A longitudinal investigation in Taiwan

The affective antecedents of cognitive social network activation

Let It Go: Positive Affect Attenuates Sunk Cost Bias by Enhancing Cognitive Flexibility

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