Title

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

Document Type

Journal article

Source Publication

Group and Organization Management

Publication Date

6-1-2007

Volume

32

Issue

3

First Page

260

Last Page

289

Keywords

Anger, Conflict management, Constructive controversy, Emotions

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.

DOI

10.1177/1059601106287106

Print ISSN

10596011

E-ISSN

15523993

Publisher Statement

Copyright © 2007 Sage Publications

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Full-text Version

Publisher’s Version

Recommended Citation

Tjosvold, D., & Su, F. (2007). Managing anger and annoyance in organizations in China: The role of constructive controversy. Group & Organization Management, 32(3), 260-289. doi: 10.1177/1059601106287106