Affective events theory: a strategic perspective

Ashton-James, Claire E. and Ashkanasy, Neal M. (2008). Affective events theory: a strategic perspective. In Wilfred J. Zerbe, Charmine E.J. Härtel and Neal M. Ashkanasy (Ed.), Emotions, ethics, and decision-making (pp. 1-34) Bingley, United Kingdom: Emerald Group Publishing. doi:10.1016/S1746-9791(08)04001-7

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Author Ashton-James, Claire E.
Ashkanasy, Neal M.
Title of chapter Affective events theory: a strategic perspective
Title of book Emotions, ethics, and decision-making
Place of Publication Bingley, United Kingdom
Publisher Emerald Group Publishing
Publication Year 2008
Sub-type Research book chapter (original research)
DOI 10.1016/S1746-9791(08)04001-7
Year available 2008
Series Research on Emotion in Organizations
ISBN 9781846639401
9781846639418
ISSN 1746-9791
Editor Wilfred J. Zerbe
Charmine E.J. Härtel
Neal M. Ashkanasy
Volume number 4
Chapter number 1
Start page 1
End page 34
Total pages 34
Total chapters 15
Language eng
Subjects 150311 Organisational Behaviour
910402 Management
Abstract/Summary Although there has been increasing interest in the role of affect in work settings, the impact of moods and emotions in strategic decision making remains largely unexplored. In this essay, we address this shortcoming by proposing a conceptual model of strategic decision making that incorporates, at its core, the impact of affective states on cognitive processes that are integral to the decision outcome. The model is based on the principles of Affective Events Theory, which holds that environmental exigencies generate “affective events” that cause emotional reactions in organizational members which, in turn, determine members’ attitudes and behaviors. We extend this model to include the effect of the extra-organizational environment, and propose that emotions “infuse” those cognitive processes that are critical to the strategic decision making process. We conclude that strategic decision making in organizations is not always a controlled, deliberate, purely cognitive process, as it is often described. Rather, we contend that the moods and emotions that managers experience in response to positive and negative workplace events have a significant affect on strategic decision-making processes and ultimately, organizational-level outcomes. We discuss the implications of our model for theory, research, and practice.
Q-Index Code B1
Q-Index Status Confirmed Code
Institutional Status UQ

 
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Created: Thu, 26 Mar 2009, 03:02:00 EST by Karen Morgan on behalf of UQ Business School