An Emotion Process Model for Multicultural Teams

Elfenbein, Hillary Anger; Shirako, Aiwa

doi:10.1016/s1534-0856(06)09011-6

Cited by 21 publications

(32 citation statements)

References 121 publications

(147 reference statements)

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“…high workgroup emotional labor) imposes a limit on the extent to which a positive WEC can aid group performance. Third, our study provides evidence of group-level emotion in China, a nonwestern cultural country, enriching the existing body of studies, which sample exclusively from western cultural groups (Elfenbein and Shirako 2006). We discuss the potential influence of the Chinese culture on our results later.…”

Section: Discussionmentioning

confidence: 63%

“…Elfenbein and Shirako (2006) argued for the need to combine the two areas of study given that many human emotions grow out of social interactions. In response to this call, a number of researchers have turned their attention to the study of workgroup emotional climate (WEC) or the perceptions of the emotions and emotional exchanges that typify a given workgroup Härtel 2006, 2008;Liu, Sun and Härtel 2008).…”

mentioning

confidence: 99%

“…The current study was designed to take the first step in addressing these two gaps in the existing research literature, along with the absence of group-level emotion studies conducted in non-western settings (Elfenbein and Shirako 2006). More importantly, the purpose of the study was to identify and examine workgroup emotional climate (WEC) and workgroup emotional labor as two types of emotional exchanges characterizing a workgroup.…”

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confidence: 99%

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Workgroup emotional exchanges and team performance in China

Liu

Härtel

2013

Asia Pacific Journal of Human Resources

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The research conceptualizes workgroup emotional climate (WEC) and workgroup emotional labor as contrasting types of emotional exchange within teams, with the former defined as team-member directed emotional exchanges and the latter as the outward directed emotional exchanges required to enact one's role. Data were obtained from a sample of 840 workgroup members from 148 workgroups in China. Results showed that positive WEC is a source of group efficacy with positive consequences for workgroup performance. The findings also lend support to the idea that people have limited emotional resources and thus, while a positive WEC improves group performance, this relationship is weakened as workgroup emotional labor increases. The study identifies two types of emotional exchanges characterizing a workgroup and enriches understanding of team emotional dynamics. Team leaders need to recognize the value of WEC and the workgroup emotional labor requirements and try to induce more positive WEC to facilitate team performance.

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Section: Discussionmentioning

confidence: 63%

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confidence: 99%

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confidence: 99%

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Workgroup emotional exchanges and team performance in China

Liu

Härtel

2013

Asia Pacific Journal of Human Resources

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“…Examining MBA students from five business schools in five countries participating in a multicultural management project through their cross-cultural management course, the authors found that when using CMC tools, individuals in a culturally diverse team were more likely than individuals in a culturally homogeneous team to regard displays of positive emotions as appropriate and displays of negative emotions as inappropriate. Understanding the emergence of such norms can offer valuable insights into virtual-team interpersonal relationships, team processes, and decision making (Barsade & Gibson 2012, Elfenbein & Shirako 2006 and explain some of the mixed findings on the relationships between cultural diversity and outcomes such as overall team performance. Martins & Shalley (2011), measuring team members' levels of technical experience and proficiency in using CMC tools, found that differences in nationality were more negatively related to creativity when there was a greater difference in technical experience.…”

Section: Global Virtual Teamsmentioning

confidence: 99%

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Gibson

Huang

Kirkman

et al. 2014

Annu. Rev. Organ. Psychol. Organ. Behav.

123

115

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We review prior research that has examined virtuality in teams (e.g., pertaining to the use of electronic media) or the global nature of teams (e.g., national and cultural differences), demonstrating that very few scholars have examined both simultaneously. Given that the global and virtual elements often coincide in the same team, this is a critical gap in research, particularly because these two features may interact in important ways, amplifying or mitigating the effects of each other. After elaborating on potential interactions, we set forth future research directions, which incorporate both global and virtual elements of teams and in doing so, better address the complexity of working in these increasingly common collaborative forms.

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“…Differences across cultural groups are infused into each stage of the emotion process, although it is beyond the scope of this chapter to review them in detail (for reviews, see Elfenbein & Shirako, 2006;Mesquita & Frijda, 1992). Models of the emotional registration process have been tested cross-culturally and appear to be relatively universal in their mapping of appraisal dimensions to emotional states (Ellsworth & Scherer, 2003;Scherer, 1997).…”

Section: Culture and Emotionmentioning

confidence: 99%

7 Emotion in Organizations

Elfenbein

2007

The Academy of Management Annals

Self Cite

355

141

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Emotion has become one of the most popular-and popularized-areas within organizational scholarship. This chapter attempts to review and bring together within a single framework the wide and often disjointed literature on emotion in organizations. The integrated framework includes processes detailed by previous theorists who have defined emotion as a sequence that unfolds chronologically. The emotion process begins with a focal individual who is exposed to an eliciting stimulus, registers the stimulus for its meaning, and experiences a feeling state and physiological changes, with downstream consequences for attitudes, behaviors, and cognitions, as well as facial expressions and other emotionally expressive cues. These downstream consequences can result in externally visible behaviors and cues that become, in turn, eliciting stimuli for interaction partners. For each stage of the emotion process, there are distinct emotion regulation processes that incorporate individual differences and group norms and that can become automatic with practice. Although research often examines these stages in relative isolation from each other, I argue that each matters largely due to its interconnectedness with the other stages. Incorporating intraindividual, individual, interpersonal, and organizational levels of analysis, this framework can be a starting point to situate, theorize, and test explicit mechanisms for the influence of emotion on organizational life. We keep coming back to feelings, I'll have time for feelings after I'm dead. Right now we're busy. (NASA Administrator Michael Griffin, speaking about the historic Independence Day 2006 launch of the space shuttle Discovery, after discussing the horror and sadness at losing the Downloaded by [The University of Manchester Library] at 08:33 04 December 2014 316 • The Academy of Management AnnalsColumbia space shuttle in 2003, the worry leading up to the launch of Discovery, and the relief and pleasure at watching Discovery succeed; Boyce, 2006)

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An Emotion Process Model for Multicultural Teams

Cited by 21 publications

References 121 publications

Workgroup emotional exchanges and team performance in China

Workgroup emotional exchanges and team performance in China

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

7 Emotion in Organizations

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