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Free access to new issue of Human Relations: September 2014 - special issue on emotional outcomes + this month's free access article

  • 1.  Free access to new issue of Human Relations: September 2014 - special issue on emotional outcomes + this month's free access article

    Posted 09-01-2014 09:55

    Apologies for any cross posting:

     

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    September special issue articles

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    A new issue of Human Relations is available online: September 2014; Vol. 67, No. 9 - we hope you enjoy reading these articles.

    The entire issue can be accessed online at: http://hum.sagepub.com/content/67/9?etoc

     

    Special Issue: When it can be good to feel bad, and bad to feel good:

    Exploring asymmetries in workplace emotional outcomes

    Guest Editors: Dirk Lindebaum and Peter J Jordan

     

    When it can be good to feel bad and bad to feel good: Exploring asymmetries in workplace emotional outcomes

    Dirk Lindebaum and Peter J Jordan

    http://hum.sagepub.com/content/67/9/1037?etoc

     

    Understanding when leader negative emotional expression enhances follower performance: The moderating roles of follower personality traits and perceived leader power

    Nai-Wen Chi and Ta-Rui Ho

    http://hum.sagepub.com/content/67/9/1051?etoc

     

    Emotional roulette? Symmetrical and asymmetrical emotion regulation outcomes from coworker interactions about positive and negative work events

    Constance Noonan Hadley

    http://hum.sagepub.com/content/67/9/1073?etoc

     

    Transformation through tension: The moderating impact of negative affect on transformational leadership in teams

    Rebecca Mitchell, Brendan Boyle, Vicki Parker, Michelle Giles, Pauline Joyce, and Vico Chiang

    http://hum.sagepub.com/content/67/9/1095?etoc

     

    'Why would you want to do that?': Defining emotional dirty work

    Robert McMurray and Jenna Ward

    http://hum.sagepub.com/content/67/9/1123?etoc

     

    Understanding the positive and negative effects of emotional expressions in organizations: EASI does it

    Gerben A van Kleef

    http://hum.sagepub.com/content/67/9/1145?etoc

     

    Podcast interview and other media coverage of special issue content:

     

    Tension in the Workplace – Australian Associated Press interview with author Rebecca Mitchell about her research into tension in the workplace and how this can sometimes be a good thing
    Free access podcast

     

    In defence of angry outbursts in the office

    Financial Times, August 11, 2014

    http://www.ft.com/cms/s/0/30914ea4-1d66-11e4-8b03-00144feabdc0.html

     

    Why a 'can-do' attitude can actually be BAD for business: Moaning can benefit the workplace, say experts (as long as it's constructive)

    Mail Online, 23 August 2014
    http://www.dailymail.co.uk/news/article-2732347/Why-attitude-actually-BAD-business-Moaning-benefit-workplace-say-experts-long-s-constructive.html#ixzz3BgcU8kL2

     

     

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    August free-access article

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    This article will be free to access until 30 September 2014:

     

    The politics of experience: A discursive psychology approach to understanding different accounts of sexism in the workplace

    Penny Dick

    Human Relations 2013; 66 (5): 645–669

    DOI: 10.1177/0018726712469541

    http://hum.sagepub.com/content/66/5/645.full.pdf+html

     

     

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    Recent OnlineFirst preview articles

    http://hum.sagepub.com/content/early/recent

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    Category predication work, discursive leadership and strategic sensemaking

    Andrea Whittle, William Housley, Alan Gilchrist, Frank Mueller, and Peter Lenney

    Human Relations 0018726714528253, first published on August 5, 2014 as doi:10.1177/0018726714528253

    http://hum.sagepub.com/content/early/2014/08/04/0018726714528253.abstract

    Abstract

    Categorization is known to play an important role in organizations because categories 'frame' situations in particular ways, informing managerial sensemaking and enabling managerial intervention. In this article, we advance existing work by examining the role of categorization practices in discursive leadership during periods of strategic change. Drawing on data from an ethnographic action research study of a strategic change initiative in a multi-national corporation, we use membership categorization analysis to develop a framework for studying 'category predicates' − defined as the stock of organizational knowledge and associated reasoning procedures concerning the kinds of activities, attributes, rights, responsibilities, expectations, and so on, that are 'tied' or 'bound' to organizational categories. Our analysis shows that discursive leadership enabled a radical shift in sensemaking about organizational structure categories through a process of 'frame-breaking' and 're-framing'. In so doing, the leader co-constructed a 'definition of the situation' that built a compelling vision and concrete plan for strategic change. We go on to trace the organizational consequences and material outcomes of this shift in sensemaking for the company in question. We conclude by arguing that 'category predication work' comprises a key leadership competence and plays an important role in organizational and strategic change processes.

     

     

    Rhetoric of stability and change: The organizational identity work of institutional leadership

    Benjamin D Golant, John AA Sillince, Charles Harvey, and Mairi Maclean

    Human Relations 0018726714532966, first published on July 3, 2014 as doi:10.1177/0018726714532966

    http://hum.sagepub.com/content/early/2014/07/02/0018726714532966.abstract

    Abstract

    This article highlights a dynamic and productive duality in the expression of organizational identity claims between demonstrating coherence with the past and responsiveness in the present. Informed by renewed interest in the concept of institutional leadership, which is precisely concerned with the management of this temporal duality, we argue that its reconciliation depends on active discursive intervention. Drawing from archive data of executive speeches at Procter & Gamble (P&G), we suggest that through dissociation, the rhetorical device to distinguish the claim of an accurate or essential interpretation of core and distinctive values from a peripheral or apparent understanding, leaders actively construct fresh potentialities for organizational change. We thereby develop new insights into the dynamic processes of organizational identity maintenance, revealing its capacity to be regenerative and a herald to the new.

     

     

     

    Best wishes

     

    Claire Castle

    Managing Editor, Human Relations 

    Email: c.castle@tavinstitute.org

     

    Website: www.humanrelationsjournal.org

    Submission guidance: http://www.tavinstitute.org/humanrelations/submit_paper.html



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