The various means by which organisations control or avoid emotion

Kimberley, Nell, Hartel, Charmine E. J., Strybosch, Victoria E. and Lloyd, Shannon L. 2005, The various means by which organisations control or avoid emotion, in ANZAM 2005 : Engaging the multiple contexts of management : convergence and divergence of management theory and practice : proceedings of the 19th ANZAM conference, ANZAM, Canberra, A.C.T., pp. 1-12.

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Title The various means by which organisations control or avoid emotion
Author(s) Kimberley, Nell
Hartel, Charmine E. J.
Strybosch, Victoria E.
Lloyd, Shannon L.
Conference name Annual Conference of the Australian and New Zealand Academy of Management (19th : 2005 : Canberra, A.C.T.)
Conference location Canberra, A.C.T.
Conference dates 7-10 Dec. 2005
Title of proceedings ANZAM 2005 : Engaging the multiple contexts of management : convergence and divergence of management theory and practice : proceedings of the 19th ANZAM conference
Editor(s) Davies, Doug
Fisher, Greg
Hughes, Raechel
Publication date 2005
Conference series Annual Conference of the Australian and New Zealand Academy of Management
Start page 1
End page 12
Total pages 15 p.
Publisher ANZAM
Place of publication Canberra, A.C.T.
Summary The purpose of this paper is to examine, from the perspective of change recipients, how organisational change shapes emotional responses and the typical ways in which organisations respond to emotionality. Through the influence of change strategists' role and role obligations, interpersonal influence, and use and abuse of power, organisations seek to control or avoid emotion. The final section of the paper explores the implications of these issues for management of change and offers change leaders alternative paths to dealing with emotional responses during times of organisational change.
ISBN 1740882458
9781740882453
Language eng
Field of Research 150308 International Business
HERDC Research category E1 Full written paper - refereed
Copyright notice ©2005, ANZAM
Persistent URL http://hdl.handle.net/10536/DRO/DU:30009721

Document type: Conference Paper
Collection: Deakin Graduate School of Business
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