ORCID Profile
0000-0002-2274-1366
Current Organisation
Bond University
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Publisher: Wiley
Date: 06-2012
DOI: 10.1002/JOB.1803
Publisher: Informa UK Limited
Date: 1998
Publisher: Edward Elgar Publishing
Date: 26-10-2018
Publisher: Informa UK Limited
Date: 04-2004
Publisher: SAGE Publications
Date: 06-1993
Publisher: American Psychological Association (APA)
Date: 05-1983
Publisher: SAGE Publications
Date: 09-1995
Publisher: Wiley
Date: 22-05-2021
DOI: 10.1002/JOB.2535
Abstract: Differently valenced affective states stimulate different information search and processing styles. Dual‐tuning theory suggests that in combination, the styles tuned by positive affect (broad information search and flexible thinking) and by negative affect (persistent detailed search and critical thinking) facilitate creativity better than a single affect alone. Through this lens, we argue that the simultaneous presence of team members experiencing differently valenced affective states (affect heterogeneity) may facilitate team creativity by providing access to more varied information and perspectives. To extract creative benefit from these enhanced informational resources, teams must engage in an information exchange and elaboration process. However, affect heterogeneity may also threaten this process. We suggest that effective information exchange and elaboration is more likely to occur when the team has a well‐developed transactive memory system to legitimize and coordinate the differences flowing from affect heterogeneity among members. We tested our hypotheses among 59 teams in a within‐team design in which we measured team affect heterogeneity, information exchange and elaboration, and creativity in each of 4 weeks of a 13‐week project. Results supported our hypotheses, including the mediating role of information exchange and elaboration, and the moderating role of team transactive memory system.
Publisher: Wiley
Date: 09-1982
Publisher: Informa UK Limited
Date: 12-1993
Publisher: American Psychological Association (APA)
Date: 10-1979
Publisher: Cambridge University Press (CUP)
Date: 06-2008
Publisher: Wiley
Date: 11-02-2014
DOI: 10.1002/9781118539415.WBWELL018
Abstract: Definitions and measures of wellbeing in general and at work are discussed. Comprehensive conceptualizations and measures of wellbeing at work should include three major components: subjective wellbeing (job satisfaction and similar positive attitudes, positive affect, and negative affect), eudaimonic wellbeing (e.g., engagement, meaning, growth, intrinsic motivation, calling), and social wellbeing (e.g., quality connections, satisfaction with coworkers, high‐quality exchange relationships with leaders, social support, etc.).
Publisher: Wiley
Date: 1982
Publisher: Wiley
Date: 03-2000
DOI: 10.1002/(SICI)1099-1379(200003)21:2<123::AID-JOB33>3.0.CO;2-8
Publisher: Wiley
Date: 04-2011
Publisher: SAGE Publications
Date: 08-1994
Publisher: American Psychological Association (APA)
Date: 2012
DOI: 10.1037/A0026097
Abstract: State mood has been proposed as a facilitator of creative behavior. Whereas positive mood compared to neutral mood generally facilitates creative performance, mood effects are weaker and less consistent when positive mood is compared to negative mood. These inconsistent results may be due to focusing only on mood valence, while neglecting or confounding mood activation. The current study is based on the dual-pathway model, which describes separate roles for mood valence and mood activation in facilitating creativity. We used experience s ling methodology to investigate the concurrent and lagged effects of mood valence and activation on creative process engagement (CPE) within-person over time among in iduals working on a long-term project requiring creativity. We also investigated the moderating effects of in idual differences in goal orientation and supervisory support on within-person mood-creativity relationships. As expected, we found that activating positive and activating negative moods were positively associated with concurrent CPE, whereas deactivating moods of both valences were negatively related to CPE. Activating negative mood had a significant lagged effect on CPE, whereas activating positive mood did not. We also found that activating positive mood was more strongly related to concurrent CPE among in iduals with high rather than low learning goal orientation. Further, activating positive mood interacted with prove goal orientation and supervisory support for creativity, such that activating positive mood had the strongest association with CPE when both prove goal orientation and supervisory support were high.
Publisher: Wiley
Date: 06-1985
DOI: 10.1080/00207598508247730
Abstract: Herman's (1973) proposition that satisfaction and performance can only be related when performance is at least partially under the worker's control was tested. Subjects were hired to work under conditions of high or low situational control of performance. Two performance measures were used, only one of which was designed to be susceptible to the situational control manipulation. Satisfaction was then predicted by performance, situational control condition, and their cross-product. As expected, the interaction term was significant when the performance measure susceptible to situational control was used and nonsignificant when the nonsusceptible measure was used. It was concluded that the amount of performance variance which is in idually rather than situationally controlled is an important moderator of the satisfaction-performance relationship.
Publisher: Springer Science and Business Media LLC
Date: 2002
Publisher: Academy of Management
Date: 10-1980
DOI: 10.2307/257468
Publisher: Oxford University Press
Date: 09-05-2019
DOI: 10.1093/OXFORDHB/9780190648077.013.7
Abstract: Both affect and creativity have been recognized as constructs operating at multiple levels. This chapter addresses the complicated relationship of affect to creativity at three levels: within-person over time, in dyads, and in groups. First, it provides an integrative review of affect-creativity relationships at each level, concluding that the different thinking styles triggered by positive and negative affect may both be helpful for creativity. It suggests that effects may depend on stage in the creative process as well as ersity in affect within a dyad or group. Second, it draws on regulatory focus theory to provide a more task-specific typology of affect and explore likely effects on creativity. Specifically, it develops propositions to explain why and how promotion-focused affect (e.g., excitement) and prevention-focused affect (e.g., worry) may come together to foster creativity in different stages of the creative process at the within-person, dyad, and group levels. It concludes with questions for future research at each level.
Publisher: Elsevier BV
Date: 06-1978
Publisher: Wiley
Date: 05-11-2010
Publisher: Academy of Management
Date: 03-1979
DOI: 10.2307/255481
Publisher: Cambridge University Press (CUP)
Date: 03-2015
DOI: 10.1017/IOP.2014.4
Abstract: The focal article has given ex les of children, other relatives, and friends as potential beneficiaries of preferential treatment and has discussed the counterbalancing likelihood of organizational gain from (properly) employing in iduals who already share social connections. Surprisingly, there is minimal mention of spouses or domestic partners. From the 1970s through the 1990s, a number of articles were published on the legal and practical issues of applying antinepotism policies to spouses, but since 2000, the literature has been almost entirely silent. This is surprising given that, in 2013, the Bureau of Labor Statistics reported that 47.4% of U.S. families involve husbands and wives who both work.
Publisher: Cambridge University Press (CUP)
Date: 09-2008
Publisher: Emerald Group Publishing Limited
Date: 2010
Publisher: SAGE Publications
Date: 03-1993
DOI: 10.1177/001872679304600305
Abstract: Nearly everyone experiences episodes of boredom at work from time to time, regardless of the nature of their job. Previous research on industrial monotony is unable to explain boredom on any but the simplest of tasks. A broader view of the causes of boredom, including attributes of the task, environment, person, and person-environment fit, is proposed. In idual choices of response to feelings of boredom are also considered, and a number of research propositions are suggested.
Publisher: SAGE Publications
Date: 06-2002
DOI: 10.1177/031289620202701S01
Abstract: This paper describes a program of research on real time affect while working. Three sets of hypotheses were tested in a data set comprising fifty reports of momentary affect from each of 120 respondents. Between and within-person analyses were used to explore the correlates of aggregated and momentary affect. Findings suggest that: (i) average real time affect at work shares some variance with job satisfaction, but is not isomorphic with it (ii) average positive and negative affect have somewhat different antecedents and consequences and (iii) most people experience a strong within-person relationship between momentary affect and concurrent perceptions of task performance.
Publisher: SAGE Publications
Date: 03-1996
Publisher: SAGE Publications
Date: 05-05-2015
Abstract: Emotion researchers have found that negative mood may either enhance or inhibit employee creativity. Little is known about this conundrum, however, and in particular when and why each effect occurs. To address this concern, we formulate and test hypotheses about likely moderators of the relationship between negative mood and creative process engagement. Results from an experience s ling study with 556 real-time reports from 68 employees support our hypothesis that negative mood is most strongly and positively related to concurrent creative process engagement among employees who (a) have high trait learning goal orientation and (b) perceive that they are empowered. Our hypotheses and findings help to resolve the ongoing controversy surrounding the nature of the negative mood–creativity nexus.
Publisher: American Psychological Association (APA)
Date: 08-1979
Publisher: Edward Elgar Publishing
Date: 30-11-2012
Publisher: Wiley
Date: 09-1998
DOI: 10.1002/(SICI)1099-1379(199809)19:5<503::AID-JOB854>3.0.CO;2-9
Publisher: Wiley
Date: 03-2000
DOI: 10.1002/(SICI)1099-1379(200003)21:2<185::AID-JOB34>3.0.CO;2-M
Publisher: Informa UK Limited
Date: 04-2005
Publisher: Cambridge University Press (CUP)
Date: 06-2014
DOI: 10.1111/IOPS.12147
Publisher: Wiley
Date: 05-1994
Publisher: Informa UK Limited
Date: 07-1993
Publisher: SAGE Publications
Date: 09-1985
DOI: 10.1177/014920638501100304
Abstract: This study focused on the role played by social support on the job from coworkers and supervisor in facilitating newcomer adjustment and in mitigating the effects of unmet-expectations stress. The literature on social support indicates that it has three kinds of impacts on stress and subsequent outcomes: a main effect on outcomes, a main effect on perceived stress, and a moderating effect on outcomes. The present study investigated the interrelationships of stress, social support, and outcomes at work, using a s le of newly graduated nurses in their first six months on full-time hospital jobs. A longitudinal design employing three waves of data collection was used. Social support was found to have important main effects in reducing the level of unmet-expectations stress and facilitating positive adjustment outcomes among newcomers.
Publisher: Wiley
Date: 2003
DOI: 10.1002/JOB.219
Publisher: Cambridge University Press
Date: 31-07-2020
Publisher: Academy of Management
Date: 1991
Publisher: Oxford University Press
Date: 25-02-2019
DOI: 10.1093/ACREFORE/9780190224851.013.160
Abstract: There has been an “affective revolution” in organizational behavior since the mid-1990s, focusing initially on moods and affective dispositions. The past decade has seen a further shift toward investigating the complex roles played by discrete emotions in the workplace. Discrete emotions such as fear, anger, boredom, love, gratitude, and pride have their own appraisal antecedents, subjective experiences, and action tendencies that prepare people to respond to their current situation. Emotions have intrapersonal effects on the person experiencing them in terms of attention, motivation, creativity, information processing and judgment, and well-being. Some emotions have characteristic voice tones or facial expressions that serve the interpersonal function of communicating one’s state to interaction partners. For this reason, emotions are integral to social processes in organizations such as leadership, teamwork, negotiation, and customer service. The effects of emotions on behavior can be complex and context-dependent rather than straightforwardly mechanistic. In iduals may regulate the emotions they experience, the extent to which they display what they feel, and the actions they choose in response to how they feel. Research has tended to focus on negative emotions (e.g., anger or anxiety) and their potential negative effects (e.g., aggression or avoidance), but negative emotions can sometimes have positive consequences. Discrete positive emotions have been relatively ignored in organizational research but feeling and expressing positive emotions often have positive consequences. There is considerable scope for investigating the ways in which specific discrete emotions are experienced, regulated, expressed, and acted upon in organizational life. There may also be a case for intentional efforts by organizations and employees to increase the occurrence of positive emotions at work.
Publisher: American Psychological Association (APA)
Date: 2013
DOI: 10.1037/A0031260
Abstract: We predict real-time fluctuations in employees' positive and negative emotions from concurrent appraisals of the immediate task situation and in idual differences in performance goal orientation. Task confidence, task importance, positive emotions, and negative emotions were assessed 5 times per day for 3 weeks in an experience s ling study of 135 managers. At the within-person level, appraisals of task confidence, task importance, and their interaction predicted momentary positive and negative emotions as hypothesized. Dispositional performance goal orientation was expected to moderate emotional reactivity to appraisals of task confidence and task importance. The hypothesized relationships were significant in the case of appraisals of task importance. Those high on performance goal orientation reacted to appraisals of task importance with stronger negative and weaker positive emotions than those low on performance goal orientation.
Publisher: SAGE Publications
Date: 06-1989
DOI: 10.1177/014920638901500203
Abstract: This article reviews recent research progress and identifies future research needs relevant to two somewhat different constituencies in HRM: the HR executive, and the operating level HR manager. Issues primarily of concern to the former include attuning HR policies to the organization's strategy, managing human resources in an international context, dealing with mergers and acquisitions, and downsizing. Researchers have just begun to explore these critical problems, and much remains to be done. Daily issues of more concern to operating level HR practitioners include selection, training, compensation, and performance appraisal. These topics have been much more thoroughly researched, though existing knowledge is not being applied as well as it could be.
Publisher: SAGE Publications
Date: 10-1999
DOI: 10.1177/105256299902300505
Abstract: Evaluations of new methods of teaching Organizational Behavior (OB) usually rely on course ratings collected at the end of the semester. This article discusses the need for more rigorous designs for assessing teaching innovations, and proposes evaluating OB courses on the basis of change in self-ratings of managerial competencies. Selfratings of managerial competencies and a more sophisticated evaluation design are used to compare the Practical Organizational Behavior Education (PROBE) method to the lecture/tutorial method of delivering of OB material. PROBE produces greater perceived managerial skill learning than lecture/tutorial delivery for females, younger students, students with little work experience, and students from Western cultures. The discussion points out how incorrect conclusions might have been reached about the relative effectiveness of the two methods had a less sophisticated evaluation design been used.
Publisher: SAGE Publications
Date: 02-1999
DOI: 10.1177/105256299902300103
Abstract: This design involves having students create actual companies and focuses all classroom attention on the interpersonal processes of managing a small group. This article describes modifications made to Nirenberg's model that were stimulated by feedback from our culturally erse student body. Our modifications and innovations include: (a) providing “thought starters” to help students evaluate their course experiences, (b) changing the method of selecting group leaders, (c) requiring a business plan for the project, (d) requiring teams to develop a performance appraisal and feedback system for assessing members, (e) adding the use of textbooks, and (f) using several team-building activities during the semester.
Publisher: SAGE Publications
Date: 1997
Publisher: SAGE Publications
Date: 12-1988
DOI: 10.1177/014920638801400410
Abstract: Subordinate reactions to feedback given in four different ways were assessed. Method one was unilateral, top-down feedback. Method two was supervisoryfeedback with subordinate participation in the discussion. Methods three and four involved a self-appraisal instrument completed prior to a participative performance discussion. In method three, the self-appraisal was not explicitly discussed, whereas in methodfour it was the heart of the discussion. All participative methods tended to result in more positive subordinate perceptions than the unilateral method, but no one particular participative technique was consistently superior. The appraisal methods had no differential impact on post-feedback performance.
No related grants have been discovered for Cynthia Fisher.