Rights statement: The final, definitive version of this article has been published in the Journal, Human Relations, 75 (8), 2022, © SAGE Publications Ltd, 2022 by SAGE Publications Ltd at the Human Relations page: https://journals.sagepub.com/home/SPP on SAGE Journals Online: http://journals.sagepub.com/
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Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Institutionalized Affect in Organizations
T2 - Not an Oxymoron
AU - Ashforth, Blake
AU - Humphrey, Ronald
N1 - The final, definitive version of this article has been published in the Journal, Human Relations, 75 (8), 2022, © SAGE Publications Ltd, 2022 by SAGE Publications Ltd at the Human Relations page: https://journals.sagepub.com/home/SPP on SAGE Journals Online: http://journals.sagepub.com/
PY - 2022/8/31
Y1 - 2022/8/31
N2 - Can affective states – emotions, moods, and sentiments – become institutionalized in an organization such that they become “objective” factors that are exterior to any one person and resistant to change? We argue that the answer is yes, through intertwined top-down and bottom-up processes that shape an organization’s (or subunit’s) affective climate and affective culture, resulting in a dynamic equilibrium. The top-down processes include leadership, attraction-selection-attrition, and socialization, coupled with the physical, task, and social context, while the bottom-up process of emergence occurs via affective events, appraisal, affective sharing, and affect schemas. We also consider how identification with the organization (or subunit) enhances the likelihood of institutionalized affect. We conclude that institutionalized affect in organizations is far from an oxymoron.
AB - Can affective states – emotions, moods, and sentiments – become institutionalized in an organization such that they become “objective” factors that are exterior to any one person and resistant to change? We argue that the answer is yes, through intertwined top-down and bottom-up processes that shape an organization’s (or subunit’s) affective climate and affective culture, resulting in a dynamic equilibrium. The top-down processes include leadership, attraction-selection-attrition, and socialization, coupled with the physical, task, and social context, while the bottom-up process of emergence occurs via affective events, appraisal, affective sharing, and affect schemas. We also consider how identification with the organization (or subunit) enhances the likelihood of institutionalized affect. We conclude that institutionalized affect in organizations is far from an oxymoron.
KW - Emotions
KW - Leadership
KW - Organizational indentification
KW - Institutional theory
KW - emotions in organizations
KW - Charisma
KW - Social construction
KW - affective climate
KW - affective culture
KW - emergence
U2 - 10.1177/00187267221083093
DO - 10.1177/00187267221083093
M3 - Journal article
VL - 75
SP - 1483
EP - 1517
JO - Human Relations
JF - Human Relations
SN - 0018-7267
IS - 8
ER -