Masking the Need for Cultural Change: The Effects of Emotion Structuration

Jamie L. Callahan*

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

19 Citations (Scopus)

Abstract

This study explores the ways in which the expression and management of emotion influence organizational action. The interview sample consisted of 21 volunteer leaders of a non-profit professional association. The triangulated design included interviews, observations, and document analyses. Emotion expression was primarily associated with externally oriented organizational actions, such as mission; emotion management was primarily associated with internally oriented organizational actions, such as culture. This expression and management combined to form a reciprocal connection between the volunteers and the organization that resulted in emotion structuration that masked the need for the organization to consider cultural change.

Original languageEnglish
Pages (from-to)281-297
JournalOrganization Studies
Volume23
Issue number2
DOIs
Publication statusPublished - 1 Mar 2002
Externally publishedYes

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