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
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
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