Implicit affect in organizations☆

Barsade, Sigal G.; Ramarajan, Lakshmi; Westen, Drew

doi:10.1016/j.riob.2009.06.008

Cited by 110 publications

(79 citation statements)

References 209 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…To advance the understanding of the influence of automatic motivational factors, researchers have drawn attention to the inclusion of implicit measures in research on HRM and organizational behavior (Barsade, Ramarajan, & Westen, 2009;Becker & Menges, 2013;Becker & Cropanzano, 2010;Becker, Cropanzano, & Sanfey, 2011;Cropanzano & Becker, 2013;Haines & Sumner, 2013). These suggestions are based on advances in the field of psychology, in particular on findings that human behavior is not always deliberate, reflective, flexible, and motivated by future consequences, but that it is often automatic, implicit, poorly controlled, and guided by context (Marteau et al, 2012;Moors & De Houwer, 2006).…”

Section: Cognitive Implicit Measures In Hrmmentioning

confidence: 99%

Implicit Cognition for Alcohol in the Workplace: An Essay Review Article for Health Promotion and Human Resources Management

Viacava

2016

jmr

View full text Add to dashboard Cite

Alcohol misuse is an occupational risk factor and, therefore, a regular theme in health-promotion programs in the workplace. However, Human Resources Management could expand the effectiveness of these programs, especially if implicit measures, such as attentional bias for alcohol cues were assessed. Attentional bias is an automatic behavior, which is the tendency to direct attention to emotionally relevant stimuli (e.g., pleasure, reward, danger). It was previously observed in alcohol-dependent (and non-dependent) adults and appointed as a risk marker to alcohol misuse. Thus, the aim of this paper is to theoretically address possible relationships between frequency of participation in alcohol-prevention programs in the workplace and attentional bias to alcohol cues related to drinking. We suggest that implicit measures of risk for alcohol misuse could be assessed by the organizations and that lower results could be found in employees with frequent participation in alcohol-prevention programs at work. This discussion can contribute to definitions about frequency schedules for preventive actions at work and can support the development of cognitive-oriented technologies to identify employees' implicit motivational states in relation to health goals.

show abstract

Section: Cognitive Implicit Measures In Hrmmentioning

confidence: 99%

Implicit Cognition for Alcohol in the Workplace: An Essay Review Article for Health Promotion and Human Resources Management

Viacava

2016

jmr

View full text Add to dashboard Cite

show abstract

“…While emotion can be related to knowledge transfer as an aggregate construct (Barsade, Lakshmi, & Western, 2009), there is an increasing inclination to distinguish between felt and displayed emotions (Fisk & Friesen, 2012).…”

Section: The Control Of Emotional Knowledge Transfermentioning

confidence: 99%

“…Bargh and Chartrand (1999) dub such processes automaticity as emotional reactions are often not chosen consciously and occur as reactions that are automatic due to environmental or situational cues. For example, Barsade et al (2009) present an executive raised in a stereotype-reinforcing environment, causing him to hire white male workers due to the preconscious negative emotions that minorities generate in him.…”

Section: The Control Of Emotional Knowledge Transfermentioning

confidence: 99%

“…Indeed, awareness of these rules enhances leaders' and managers' political skills and has been found to connect to a number of positive organizational outcomes (Munyon et al, 2015). The overarching assumption behind feeling rules is that executives should minimize negative and enhance positive emotions in their knowledge transfer (Barsade et al, 2009). Yet, research reveals that even negative emotions can fulfill a beneficial role, as some individuals may actually perform some cognitive tasks better under leaders who generate negative emotions (Cable et al, 2013;Thiel et al, 2012).…”

Section: The Control Of Emotional Knowledge Transfermentioning

confidence: 99%

See 1 more Smart Citation

When feelings obscure reason: The impact of leaders' explicit and emotional knowledge transfer on shareholder reactions

Nylund

Raelin

2015

The Leadership Quarterly

View full text Add to dashboard Cite

“…With our criteria and recommendations in hand, scholars can readily respond to calls for research on implicit processes in organizations (e.g., Barsade, Ramarajan, & Westen, 2009;George, 2009;Latham, Stajkovic, & Locke, 2010).…”

mentioning

confidence: 99%

Getting Explicit About the Implicit

Uhlmann

Leavitt

Menges

et al. 2012

Organizational Research Methods

147

View full text Add to dashboard Cite

Accumulated evidence from social and cognitive psychology suggests that many behaviors are driven by processes operating outside of awareness, and an array of implicit measures to capture such processes have been developed. Despite their potential application, implicit measures have received relatively modest attention within the organizational sciences, due in part to barriers to entry and uncertainty about appropriate use of available measures. The current article is intended to serve as an implicit measurement ''toolkit'' for organizational scholars, and as such our goals are fourfold. First, we present theory critical to implicit measures, highlighting advantages of capturing implicit processes in organizational research. Second, we present a functional taxonomy of implicit measures (i.e., accessibility-based, association-based, and interpretation-based measures) and explicate assumptions and appropriate use of each. Third, we discuss key criteria to help researchers identify specific implicit measures most appropriate for their own work, including a discussion of principles for the psychometric validation of implicit measures. Fourth, we conclude by identifying avenues for impactful ''next-generation'' research within the organizational sciences that would benefit from the use of implicit measures.

show abstract

Implicit affect in organizations☆

Cited by 110 publications

References 209 publications

Implicit Cognition for Alcohol in the Workplace: An Essay Review Article for Health Promotion and Human Resources Management

Implicit Cognition for Alcohol in the Workplace: An Essay Review Article for Health Promotion and Human Resources Management

When feelings obscure reason: The impact of leaders' explicit and emotional knowledge transfer on shareholder reactions

Getting Explicit About the Implicit

Contact Info

Product

Resources

About