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

Callahan, J.L.

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.

Citation

Callahan, J. (2002). Masking the Need for Cultural Change: The Effects of Emotion Structuration. Organization Studies, 23(2), 281-297. https://doi.org/10.1177/0170840602232005

• Journal Article Type: Article
• Publication Date: 2002-03
• Deposit Date: Oct 19, 2021
• Journal: Organization Studies
• Print ISSN: 0170-8406
• Publisher: SAGE Publications
• Peer Reviewed: Peer Reviewed
• Volume: 23
• Issue: 2
• Pages: 281-297
• DOI: https://doi.org/10.1177/0170840602232005
• Public URL: https://durham-repository.worktribe.com/output/1229132