Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Sign In to gain access to subscriptions and/or personal tools.
Management Communication Quarterly
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Krone, K. J.
Right arrow Articles by Gallant, L. M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Managerial Emotionality in Chinese Factories

Kathleen J. Krone

University of Nebraska-Lincoln

Ling Chen

University of Oklahoma

Diane Kay Sloan

Linda M. Gallant

University of Nebraska-Lincoln

Managerial emotion may be experienced and handled differently when reason and emotion are understood to be continuously (e.g., Eastern cultures) rather than dichotomously (e.g., Western cultures) related. Using a social constructionist perspective, this study investigated emotionality among directors from 48 different factories in the People's Republic of China. Social, moral, and material/economic situations were identified as sources of pleasant and unpleasant managerial emotional experience. Thought-feeling continuities were identified in how the managers described their emotional experiences. Both pleasant and unpleasant emotions were experienced very intensely and were managed in ways that both conformed to and departed from cultural ideals. Managerial emotions appeared to be best handled by thinking through them rather than by venting or suppressing them.

Management Communication Quarterly, Vol. 11, No. 1, 6-50 (1997)
DOI: 10.1177/0893318997111002
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Management Communication QuarterlyHome page
J. Hong and Y. Engestrom
Changing Principles of Communication Between Chinese Managers and Workers: Confucian Authority Chains and Guanxi as Social Networking
Management Communication Quarterly, May 1, 2004; 17(4): 552 - 585.
[Abstract] [PDF]

Home page
 Management Communication QuarterlyHome page
L. Chen
Connecting to Theworld Economy: Issues Confronting Organizations in Chinese Societies
Management Communication Quarterly, August 1, 2000; 14(1): 152 - 160.
[PDF]

Home page
 Journal of Business and Technical CommunicationHome page
V. P. GOBY
All Business Students Need to know the Same Things!: The Non-Culture-Specific Nature of Communication Needs
Journal of Business and Technical Communication, April 1, 1999; 13(2): 179 - 189.
[Abstract] [PDF]