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Abstract:
This paper demonstrates that organizational anger contexts and the form of anger expression does impact positive and negative outcomes of anger. Anger context refers to an organization's normative rules governing anger expression, specifically defined as the extent to which organizational sanctions are likely to be experienced following an overt expression of anger. We examined 154 episodes of anger in three distinct anger contexts. We identified three forms of anger expression and four categories of anger outcomes. We found evidence of organizations that value the expression of anger and find it useful in accomplishing organizational goals. In these setting positive outcomes were associated with expressions of anger. In contrast, in organizations where anger is suppressed by managers and employees working to prevent expressions of anger, we found both positive and negative outcomes. Thus, organizational context does have an impact on the outcomes of anger episodes.

Anger, Emotions, Organizational Culture/Norms

Abstract:
Reviewing intercultural research since the publication of Halls (1959) The Silent Language, this study identifies five different perspectivesuniversal, national, organizational, interpersonal, and intrapersonaland key scholars associated with them. Three approaches for integrating these perspectives for intercultural studies are proposed: selected lens, sequential hierarchy, and dialogic identity.

intercultural business communication, intercultural research & teaching

Abstract:
This is a qualitative theory-building study that examines the relationship between organizational display rules and social norms (e.g. occupational, status and personal norms) and their influence on anger expressions in the workplace. The emotional labor literature has focused on the impact of organizational display rules which typically work to constrain anger expressions. This study extends this work by also examining how other social norms can impact anger expressions when display rules are weak or absent. Results show that organizational values and occupational, status, and personal norms each have influence depending upon the characteristics of the organizational context.