Steering sheep: How expressed emotional ambivalence elicits dominance in interdependent decision making contexts

Rothman, Naomi B.

doi:10.1016/j.obhdp.2011.05.004

Cited by 50 publications

(57 citation statements)

References 88 publications

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“…These factors not only affect the strength of the external boundary and the size between internal boundaries, but also the size of dualities and sustenance of the paradox. Second, we incorporate the notion of emotional ambivalence, which is still nascent in organizational research (Fong, 2006;Rothman, 2011), into the coopetition literature. We argue that organizations involved in coopetition, in particular, are rife with emotional ambivalence because actors experience an emotional state of inconsistency as a result of their engagement in simultaneous contradictory logics of interaction.…”

Section: Discussionmentioning

confidence: 99%

“…Organizational scholars argue that emotional ambivalence is prevalent in the workplace but declare it to be an underexplored emotional state in organizations (e.g., Fong & Tiedens, 2002;Pratt & Doucet, 2000;Plambeck & Weber, 2009;Fong, 2006;Rothman, 2011). Unfortunately, to the best of our knowledge, it has gone totally unnoticed in interorganizational research on coopetition and paradoxical relationships.…”

Section: Tension and Its Underlying Constituentsmentioning

confidence: 99%

“…Also known as emotional ambivalence, simultaneous experience of positive and negative emotions has received scant attention in organizational research (e.g., Fong, 2006;Pratt & Doucet, 2000;Rothman, 2011), and has unfortunately remained unexplored in research on coopetition. It requires significant attention from coopetition scholars as the coopetition paradox originates conflicting emotions simultaneously and stands as a strong source of emotional ambivalence or tension in coopetition.…”

Section: Introductionmentioning

confidence: 99%

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The coopetition paradox and tension in coopetition at multiple levels

Raza-Ullah

Bengtsson

Kock

2014

Industrial Marketing Management

361

348

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This article explores the nature of the paradox inherent in coopetition; that is, the simultaneous pursuit of cooperation and competition between firms, and emanating tensions that develop at individual, organizational, and inter-organizational levels. We dissect the anatomy of the coopetition paradox to discover how it materializes by creating an external boundary (i.e., via unifying forces) and internal boundaries (i.e., via divergent forces). After explaining the coopetition paradox, we distinguish tension from paradox and submit that tension comprises both positive and negative emotions simultaneously, also known as emotional ambivalence. Finally, we recognize that emotional ambivalence in coopetition prevails at different levels, and vary in its level of intensity and persistency in relation to different contexts. We employ illustrative cases to ground our propositions empirically. This article provides understanding on concepts, expects to incite fruitful dialogue, and fuels further studies on inter-firm paradoxes.

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Section: Discussionmentioning

confidence: 99%

Section: Tension and Its Underlying Constituentsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The coopetition paradox and tension in coopetition at multiple levels

Raza-Ullah

Bengtsson

Kock

2014

Industrial Marketing Management

361

348

View full text Add to dashboard Cite

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“…Furthermore, because people appear capable of signaling their subjective conflicted emotional states through facial expression and can recognize these expressions (Rothman, 2011;Du et al, 2014), this topic becomes relevant to studies of interpersonal behavior. Despite the rich literature on conflicted emotions and a broad literature on emotions and cooperation, little attention has been given to the experience of conflicted emotions in the context of cooperation or trust-based interaction.…”

Section: Introductionmentioning

confidence: 99%

Conflicted Emotions Following Trust-Based Interaction

2013

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Abstract:We observed reports of conflicted (concurrent positive and negative) emotions activated after interactions in the Trust game. Our analyses reveal that activation of 20 emotional states following trust-based interaction is better explained by predictions derived from a multidimensional Recalibrational perspective than by predictions derived from two-dimensional Valence and Arousal perspectives. The Recalibrational perspective proposes that emotions are activated according to their functional features -for example, emotions help people achieve short or long-sighted goals by up or down-regulating behavioral propensities, whereas Valence and Arousal perspectives consider simpler hedonic dimensions lacking functional specificity. The Recalibrational perspective is also distinguished from the Valence and Arousal perspectives in that it predicts the possibility of conflicted emotions. We discuss the theoretical implications of having conflicted goals and the economic implications of having conflicted emotions.

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“…By highlighting the fine line between emotions like anxiety and excitement, we can better understand how individuals experience two emotions simultaneously (i.e., mixed emotions or emotional ambivalence; Ersner-Hershfield, Mikels, Sullivan, & Carstensen, 2008;Larsen & McGraw, 2011;Rothman, 2011) or shift from one emotional state to another (i.e., emotional transitions; Filipowicz, Barsade, & Melwani, 2011).…”

mentioning

confidence: 99%

Get Excited: Reappraising Pre-performance Anxiety as Excitement

Brooks

2013

AMPROC

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Individuals often feel anxious in anticipation of tasks such as speaking in public or meeting with a boss. I find that an overwhelming majority of people believe trying to calm down is the best way to cope with pre-performance anxiety. However, across several studies involving karaoke singing, public speaking, and math performance, I investigate an alternative strategy: reappraising anxiety as excitement. Compared with those who attempt to calm down, individuals who reappraise their anxious arousal as excitement feel more excited and perform better. Individuals can reappraise anxiety as excitement using minimal strategies such as self-talk (e.g., saying "I am excited" out loud) or simple messages (e.g., "get excited"), which lead them to feel more excited, adopt an opportunity mind-set (as opposed to a threat mind-set), and improve their subsequent performance. These findings suggest the importance of arousal congruency during the emotional reappraisal process.

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Steering sheep: How expressed emotional ambivalence elicits dominance in interdependent decision making contexts

Cited by 50 publications

References 88 publications

The coopetition paradox and tension in coopetition at multiple levels

The coopetition paradox and tension in coopetition at multiple levels

Conflicted Emotions Following Trust-Based Interaction

Get Excited: Reappraising Pre-performance Anxiety as Excitement

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