Masking the Need for Cultural Change: The Effects of Emotion Structuration
Organization Studies · 2002 · Volume 23 · Issue 2
Abstract
This study explores the ways in which the expression and management of emotion influence organizational action. The interview sample consisted of 21 volunteer leaders of a non-profit professional association. The triangulated design included interviews, observations, and document analyses. Emotion expression was primarily associated with externally oriented organizational actions, such as mission; emotion management was primarily associated with internally oriented organizational actions, such as culture. This expression and management combined to form a reciprocal connection between the volunteers and the organization that resulted in emotion structuration that masked the need for the organization to consider cultural change.
Keywords
emotion management, structuration, culture, change, non-profit
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