Anger and fear are frequently felt and impactful workplace emotions, espe cially in times of crisis when critical decisions need to be made. An important question is how these emotions might influence decision makers' depth of processing: whether when feeling angry or fearful decision-makers engage in more conscious and analytical rational decision making, or less-conscious and heuristic intuitive decision making. To date research on the effect of these strong emotions has been limited to laboratory studies where the complexity and pressures of real-world managerial decisions are absent, and focused on generalized mood rather than on direct emotional experience. This study asks two research questions: Do anger and fear facilitate the use of intuitive or rational decision-making? And what is the impact of these emotions on decision effectiveness? We examine these phenom ena in the crisis-laden field setting of film directors actively engaged in directing motion pictures. Data were gathered by shadowing and interviewing seven film directors. A qual itative analysis of the video and audio transcripts revealed that film directors engage in two types of intuitive decision-making, based on whether the decision was driven by exper tise or personal emotional experience. Rational decision-making occurred when directors, driven by feelings of moderate fear and little previous experience with a situation, relied on a more conscious, deliberative decision-making process. Four types of decision effective ness are identified: task, personal, growth, and leadership. The implications of emotiondriven decision-making on each of these types of effectiveness are explored. Published by Elsevier Ltd. Type of knowledge Experiential knowledge Abstract and explicit Ericsson and Charness (1994) relied upon and expertise knowledge Involvement of affect Affect-laden and vivid Affect-neutral Dane and Pratt (2007), Janis in the process and Mann (1977), Sinclair and Ashkanasy (2005)

The dominant model of decision making, rational decision making, is increasingly challenged by research on intuitive decision making and emotion. This article contributes to the debate by articulating a model of how rational decision making, intuitive decision making, and emotion influence each other: the critical decision vortex. The critical decision vortex emerges from a discussion between an emergency room (ER) doctor and a management scholar. The experience of the doctor diagnosing and treating patients in the ER provides the background for a reflection on decision making in critical conditions. One of the main findings of this collaborative effort is that to be effective, ER doctors, like managers, need to remain centered in the critical decision vortex; they need to attend equally to their analytical conclusions, the intuitive hunches that come from their xperience, and remain open and attentive to their emotions. e Keywords ational decision making, intuitive decision making, emotion, doctors r

Despite the booming use of social media, most organizations are still grappling with what it means to them. Academics are among those who are out of date, with the bulk of articles on the topic being published in practitioners' journals, and often tackling only one facet of how social media affects organizations, rather than providing a unified understanding of the entire question. The framework used to investigate what social media means for organizations is the most problematic. Researchers and organizations alike are asking the wrong question: "How can organizations exploit social media to their benefit?" This shortsighted framing underlines how misunderstood social media actually is. The upheaval brought about by social media reintroduces a forgotten element in industrialized societies: the community. In order for organizations to take part in the social media revolution, we argue that they need to reframe the question they ask as: "How can we become part of, and serve, the community?" rather than "How can we control, or benefit from, it?" This involves engaging in a social dialogue that increases mutually reflective trust.

Since 1973, the pharmacy operations division of the Kaiser Permanente Medical Care Program (KPMCP) has used long-term action research programs as the principal method for orchestrating change. This chapter covers the evolution of action research theory within large, complex organizations, with particular attention to health care organizations. Four case examples from KPMCP are discussed in depth and mapped to the recently advanced Roth model of insider action research. This model considers external and internal business context, the perceived need to create new organizational capabilities, as well as insider action research theory and learning mechanisms used in change programs. Issues posed by the Roth model are explored, and new theory is advanced regarding the need for a long-term perspective, the advantages and difficulties posed when managers act as insider action researchers, and the quality of data gathering that takes place during insider action research change programs.

M@n@gement est la revue officielle de l'AIMS M@n@gement is the journal official of AIMS Le rôle de l'émotion dans la prise de décision intuitive : zoom sur les réalisateursdécideurs en période de tournage