Managing anger and annoyance in organizations in China : the role of constructive controversy

Dean William TJOSVOLD, Fang, Sofia SU

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

30 Citations (Scopus)

Abstract

Results from critical incidents, developed through diaries of organizational members in China, support the social cognitive perspective's emphasis on the role of cognitions in the experience and response to anger and suggest that this perspective is a potential foundation for managing anger. Findings indicate that the open-minded discussion (constructive controversy) of the anger and annoyance incidents confirms social face and strengthens relationships. These productive dynamics and outcomes were found to occur when organizational members felt cooperatively interdependent. Results were interpreted as suggesting that even in a society where collectivist and conflict-negative values are influential, anger and annoyance can be constructively managed through an open-minded discussion of the incident.
Original languageEnglish
Pages (from-to)260-289
Number of pages30
JournalGroup and Organization Management
Volume32
Issue number3
DOIs
Publication statusPublished - 1 Jun 2007

Fingerprint

Anger
China
Cognition
Constructive controversy
Incidents

Keywords

  • Anger
  • Conflict management
  • Constructive controversy
  • Emotions

Cite this

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Managing anger and annoyance in organizations in China : the role of constructive controversy. / TJOSVOLD, Dean William; SU, Fang, Sofia.

In: Group and Organization Management, Vol. 32, No. 3, 01.06.2007, p. 260-289.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

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