- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
Psychometrically, affective experience can be represented in two dimensional space. More specific affects cluster at points in this space. These two major dimensions are negative and positive affect. High negative affect relates to the more specific unpleasant affects of anxiety and anger. Its opposite is relaxation. High positive affect relates to more specific pleasant and high activation affects such as enthusiasm. Its opposite relates to the more specific affects of depression and boredom. Because of the pervasive nature of affect, organizational research has investigated many theoretical and applied issues. The topics of this article include: how cognitive processes influence affect; how cognitive processes regulate affective experience; how state affect influences cognitive processes; and the role of trait affect. There are organizational applications in each domain. The article concludes by highlighting directions for research.
Kevin Daniels is Professor of Organizational Behaviour at the University of East Anglia. He has a PhD in applied psychology and is a Fellow of the British Psychological Society. From 1998–2006 he was an associate editor of the Journal of Occupational and Organizational Psychology, and from 2007–2011, he was an associate editor of Human Relations. He is currently on the editorial boards of Human Relations, Journal of Management, and Journal of Occupational and Organizational Psychology. Broadly, his research interests concern relationships between affect and cognition in organizational contexts, with a recent focus on affect, problem solving, and job design in safety critical and innovative work contexts.
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