{"title":"Emotional rhythms of power: reframing emotion rules through aesthetic modes of embodied interaction","authors":"Eeva Aromaa, P. Eriksson, A. Mills","doi":"10.1080/14759551.2022.2108811","DOIUrl":null,"url":null,"abstract":"ABSTRACT This paper examines how emotion rules are socially constructed and how and why they are enacted and challenged through specific modes of embodiment in face-to-face interactions. The paper broadens the understanding of emotion rules by connecting them to aesthetics to explore face-to-face interactions. This paper is based on ethnographic data gathered from a two-year study of a micro-sized service company. It explores the structure, function, and meaning of three emotion rules: (1) the emotionality rule, (2) the enthusiasm rule, and (3) the nice way rule as enacted by the company’s chief executive officer (CEO) and employees. This paper enhances the understanding of the role of emotion rules in establishing an innovative and democratic organisation. It offers insight into how emotion rules were enacted, challenged, and broken in an unexpected situation when the CEO announces her non-consultative decision that affected the company’s employees.","PeriodicalId":10824,"journal":{"name":"Culture and Organization","volume":"28 1","pages":"549 - 565"},"PeriodicalIF":1.2000,"publicationDate":"2022-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Culture and Organization","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1080/14759551.2022.2108811","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
ABSTRACT This paper examines how emotion rules are socially constructed and how and why they are enacted and challenged through specific modes of embodiment in face-to-face interactions. The paper broadens the understanding of emotion rules by connecting them to aesthetics to explore face-to-face interactions. This paper is based on ethnographic data gathered from a two-year study of a micro-sized service company. It explores the structure, function, and meaning of three emotion rules: (1) the emotionality rule, (2) the enthusiasm rule, and (3) the nice way rule as enacted by the company’s chief executive officer (CEO) and employees. This paper enhances the understanding of the role of emotion rules in establishing an innovative and democratic organisation. It offers insight into how emotion rules were enacted, challenged, and broken in an unexpected situation when the CEO announces her non-consultative decision that affected the company’s employees.
期刊介绍：
Culture and Organization was founded in 1995 as Studies in Cultures, Organizations and Societies . It represents the intersection of academic disciplines that have developed distinct qualitative, empirical and theoretical vocabularies to research organization, culture and related social phenomena. Culture and Organization features refereed articles that offer innovative insights and provoke discussion. It particularly offers papers which employ ethnographic, critical and interpretive approaches, as practised in such disciplines as organizational, communication, media and cultural studies, which go beyond description and use data to advance theoretical reflection. The Journal also presents papers which advance our conceptual understanding of organizational phenomena. Culture and Organization features refereed articles that offer innovative insights and provoke discussion. It particularly offers papers which employ ethnographic, critical and interpretive approaches, as practised in such disciplines as communication, media and cultural studies, which go beyond description and use data to advance theoretical reflection. The journal also presents papers which advance our conceptual understand-ing of organizational phenomena.
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