Emotional culture and humor in organizations: A social-functional approach.

Adopting a social-functionalist theoretical lens, this review examines emotional culture and its relation to discrete emotions such as joviality and humor-supportive or "joking" organizational cultures. We propose four primary pathways through which humor influences emotional culture in organizations and social units: (1) creating and defining emotional culture through "bottom-up" affective mechanisms, (2) a "top-down" normative function that promotes or inhibits humor through cultural values, norms, and traditions of organizational life, (3) a maintenance function, whereby humor corrects emotional culture norm violations, and (4) a link to positive work outcomes via a reciprocal feedback loop. We also describe negative consequences of humor for emotional culture, highlight unanswered questions in the literature, and suggest future research opportunities, including a comprehensive new framework.

The psychological and financial impacts of an emotional culture of anxiety and its antidote, an emotional culture of companionate love.

Rationale: Anxiety is an increasingly common problem in society, including at work, yet the effects of an emotional culture of anxiety remain unexplored. We offer a new lens on anxiety in the workplace, examining its collective enactment in the form of an emotional culture of anxiety.

Objective: This study examines the implications of an emotional culture of anxiety for psychological and financial outcomes within a poorly performing healthcare organization.

Accuracy and perceived expert status in group decisions: when minority members make majority members more accurate privately.

We examined how the minority's perceived (i.e., not real) expertise affects group discussion and performance.

Exploring relationships among anger, perceived organizational support, and workplace outcomes.

The present study examines anger within a perceived organizational support (POS) theory framework. Using structural equation modeling, the authors explored relationships among POS, anger, and workplace outcomes in a sample of 1,136 employees in 21 stores of a U.S.