Masking the Need for Cultural Change: The Effects of Emotion Structuration

Callahan, Jamie (2002) Masking the Need for Cultural Change: The Effects of Emotion Structuration. Organization Studies, 23 (2). pp. 281-297. ISSN 0170-8406

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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.

Item Type: Article
Uncontrolled Keywords: emotion management, structuration, culture, change, non-profit
Subjects: N600 Human Resource Management
Department: Faculties > Business and Law > Newcastle Business School
Depositing User: Becky Skoyles
Date Deposited: 09 May 2018 14:58
Last Modified: 19 Nov 2019 09:54

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