Emotion in a call centre SME: A case study of positive emotion management

Koskina, Aikaterini; Keithley, Don

doi:10.1016/j.emj.2009.11.003

Cited by 14 publications

(10 citation statements)

References 20 publications

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“…However, this theory neither considers the act of making a decision as socially situated (despite being a theoretical pillar for both sensemaking and decision-making literature; Simon, 1947;Weick, 1979), nor does it precisely identify the specific cognitive mechanisms, with reference to biases, of each choice of behavior while making a decision. What is also not considered, because of being developed in more recent years in both the streams of literature, is the influence of affective states (Coget, Haag, & Gibson, 2011;Cristofaro, 2018;Koskina & Keithley, 2010;Lerner, Li, Valdesolo, & Kassam, 2013;Liu & Maitlis, 2014;Maitlis Vogus, & Lawrence, 2013;Yang & Kelly, 2016)intended as the "emotional or subjectively experienced feeling" (Colman, 2003, p. 14)despite their inclusion being pivotal "in order to have anything like a complete theory of human rationality" (Simon, 1983, p. 29).…”

Section: Introductionmentioning

confidence: 99%

“I feel and think, therefore I am”: An Affect-Cognitive Theory of management decisions

Cristofaro

2020

European Management Journal

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I propose an Affect-Cognitive Theory to comprehensively understand how decisions occur in organizations. To this aim, I first review the assumptions of sensemaking and decisionmaking streams of research, especially the influence of bounded rationality, affective states and their relationships with cognition; then, I integrate them on the common basis of socially situated cognition. This new theory emphasizes the role of affective states in determining/being determined by cognition and its errors, pointing out decision makers' affect as the result of multi-level adaptations to the physical and social environment. Management decisions are path dependent but not immutable; they, indeed, bank on the predominant feeling resulting from the modifying interactions and regulations of decision makers with their physical and social environment. Here, decision makers are proposed as "emotional cognizers" overcoming the thinking-feeling dichotomy that has often featured in the study of management decisions. This theory is beneficial for behavioral strategy, offering the needed assumptions to intertwine human cognition, emotions, and social behavior.

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Section: Introductionmentioning

confidence: 99%

“I feel and think, therefore I am”: An Affect-Cognitive Theory of management decisions

Cristofaro

2020

European Management Journal

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“…2 Managing emotions can often be difficult as team members may have habitual ways of responding to events. However, studies on ''emotional labor'' [45], ''emotional regulation'' [35], ''philanthropic emotion management'' [18,56], and bounded emotionality [74] indicate that emotion can be managed. Those studies argued that emotions can be managed by social and cultural influences demonstrated within the emotional display rules of an organization and work setting, on-the-job learning approaches where individuals receive feedback on the consequences of the particular emotional management behaviors they employ, and enhanced social exchange and interaction among management, employees, and customers depending on the feeling rules of situations.…”

Section: Discussionmentioning

confidence: 99%

Antecedents and consequences of collective empathy in software development project teams

Akgün

Keskin

Cebecioglu

et al. 2015

Information & Management

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“…In recent years there has been much work on both aesthetic labour and emotional labour in the management literature (Witz, Warhurst and Nickson 2003;Knights and Thanem 2005;Nickson and Korczynski 2009;Nickson 2007, 2009; Koskina and Keithley 2010). Some of this work has also found its way into the marketing field as well (Pettinger 2004;Nickson, Warhurst and Dutton 2005;Phillips, Wee Tan and Julian 2006), but to date this work has not yet intersected with the marketing literature on gender.…”

Section: Introductionmentioning

confidence: 99%

Nigellissima: a study of glamour, performativity and embodiment

Stevens

Cappellini

Smith

2015

Journal of Marketing Management

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Aesthetic labour and emotional labour are neglected topics within the marketing field, despite their relevance to services marketing, and to date none of this work has found its way into the marketing literature on gender. This is despite the fact that there is a significant and growing body of work that explores the intersections of gender and marketing. Taking this latter literature as a starting point, the article seeks to incorporate the literatures on aesthetic labour and emotional labour into that discussion, as taken together these literatures offer us a fresh opportunity to consider where we are, where we've been, and where we have yet to go in marketing in terms of the 'gender issue'. Above all, the article reintroduces a 'trailblazing' (Bettany et al, 2010) feminist element into discussions of gender in marketing, by raising concerns about the deployment of 'feeling bodies' in key customer service roles. It concludes by arguing that there continues to be a gender dichotomy in marketing, and that sex role typing is alive and thriving in our marketing practices, particularly in service roles. The article calls for greater critical awareness from professional bodies, employers and employees in the marketing field about gender issues in our discourses and practices, and suggests areas for empirical research into this important topic.

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Emotion in a call centre SME: A case study of positive emotion management

Cited by 14 publications

References 20 publications

“I feel and think, therefore I am”: An Affect-Cognitive Theory of management decisions

“I feel and think, therefore I am”: An Affect-Cognitive Theory of management decisions

Antecedents and consequences of collective empathy in software development project teams

Nigellissima: a study of glamour, performativity and embodiment

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