Ambivalence in Organizations: A Multilevel Approach

Published Online:https://doi.org/10.1287/orsc.2014.0909

References

  • Adler PS (2012) The sociological ambivalence of bureaucracy: From Weber via Gouldner to Marx. Organ. Sci. 23(1):244–266.LinkGoogle Scholar
  • Albert S, Whetten DA (1985) Organizational identity. Cummings LL, Staw BM, eds. Research in Organizatonal Behavior, Vol. 7 (JAI Press, Greenwich, CT), 263–295.Google Scholar
  • Andrews G, Singh M, Bond M (1993) The defense style questionnaire. J. Nervous Mental Disease 181(4):246–256.CrossrefGoogle Scholar
  • Argyris C (1985) Strategy, Change and Defensive Routines (Pitman, Boston).Google Scholar
  • Argyris C (1990) Overcoming Organizational Defenses: Facilitating Organizational Learning (Allyn and Bacon, Needham Heights, MA).Google Scholar
  • Argyris C (1993) Knowledge for Action: A Guide to Overcoming Barriers to Overcoming Change (Jossey-Bass, San Francisco).Google Scholar
  • Arribas-Ayllon M, Sarangi S, Clarke A (2009) Professional ambivalence: Accounts of ethical practice in childhood genetic testing. J. Genetic Counsel. 18:173–184.CrossrefGoogle Scholar
  • Ashakanasy [sic] NM, Humphrey RH (2011) A multi-level view of leadership and emotion: Leading with emotional labor. Bryman A, Collinson D, Grint K, Jackson B, Uhl-Bien M, eds. The Sage Handbook of Leadership (Sage, Los Angeles), 365–379.Google Scholar
  • Ashcraft KL (2001) Organized dissonance: Feminist bureaucracy as hybrid form. Acad. Management J. 44(6):1301–1322.CrossrefGoogle Scholar
  • Ashforth BE, Mael FA (1998) The power of resistance: Sustaining valued identities. Kramer RM, Neale MA, eds. Power and Influence in Organizations (Sage, Thousand Oaks, CA), 89–119.CrossrefGoogle Scholar
  • Ashforth BE, Reingen PH (2014) Functions of dysfunction: Managing the dynamics of an organizational duality in a natural food cooperative. Admin. Sci. Quart., ePub ahead of print May 23.Google Scholar
  • Ashforth BE, Saks AM (2002) Feeling your way: Emotion and organizational entry. Lord RG, Klimoski RJ, Kanfer R, eds. Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior (Jossey-Bass, San Francisco), 331–369.Google Scholar
  • Ashforth BE, Rogers KM, Corley KG (2011) Identity in organizations: Exploring cross-level dynamics. Organ. Sci. 22(5):1144–1156.LinkGoogle Scholar
  • Ashforth BE, Joshi M, Anand V, O’Leary-Kelly AM (2013) Extending the expanded model of organizational identification to occupations. J. Appl. Soc. Psych. 43(12):2426–2448.CrossrefGoogle Scholar
  • Baek YM (2010) An integrative model of ambivalence. Soc. Sci. J. 47(3):609–629.CrossrefGoogle Scholar
  • Bandura A (1977) Social Learning Theory (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
  • Barsade SG (2002) The ripple effect: Emotional contagion and its influence on group behavior. Admin. Sci. Quart. 47(4):644–675.CrossrefGoogle Scholar
  • Barsade SG, Gibson DE (1998) Group emotion: A view from top and bottom. Gruenfeld DH, Neale MA, Mannix EA, eds. Research on Managing Groups and Teams, Vol. 1 (JAI Press, Stamford, CT), 81–102.Google Scholar
  • Bartel CA, Saavedra R (2000) The collective construction of work group moods. Admin. Sci. Quart. 45(2):197–231.CrossrefGoogle Scholar
  • Baumeister RF, Dale K, Sommer KL (1998) Freudian defense mechanisms and empirical findings in modern social psychology: Reaction formation, projection, displacement, undoing, isolation, sublimation, and denial. J. Personality 66(6):1081–1124.CrossrefGoogle Scholar
  • Bell DW, Esses VM (1997) Ambivalence and response amplification toward Native peoples. J. Appl. Soc. Psych. 27(12):1063–1084.CrossrefGoogle Scholar
  • Bell DW, Esses VM (2002) Ambivalence and response amplification: A motivational perspective. Personality Soc. Psych. Bull. 28(8):1143–1152.CrossrefGoogle Scholar
  • Berglas S, Jones EE (1978) Drug choice as a self-handicapping strategy in response to noncontingent success. J. Personality Soc. Psych. 36(4):405–417.CrossrefGoogle Scholar
  • Bierly PE III, Kolodinsky RW (2007) Strategic logic: Toward a wisdom-based approach to strategic management. Kessler EH, Bailey JR, eds. Handbook of Organizational and Managerial Wisdom (Sage, Los Angeles), 61–88.CrossrefGoogle Scholar
  • Bierly PE III, Kessler EH, Christensen EW (2000) Organizational learning, knowledge and wisdom. J. Organ. Change Management 13(6):595–618.CrossrefGoogle Scholar
  • Bigelow J (1992) Developing managerial wisdom. J. Management Inquiry 1(2):143–153.CrossrefGoogle Scholar
  • Blake RR, Mouton JS (1964) The Managerial Grid: Key Orientations for Achieving Production Through People (Gulf, Houston).Google Scholar
  • Bowlby J (1982) Attachment and Loss: Attachment, 2nd ed., Vol. 1 (Basic Books, New York).Google Scholar
  • Bowles ML (1991) The organization shadow. Organ. Stud. 12(3):387–404.CrossrefGoogle Scholar
  • Brickman P (1987) Commitment, Conflict, and Caring (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
  • Bridge K, Baxter LA (1992) Blended relationships: Friends as work associates. Western J. Comm. 56(3):200–225.CrossrefGoogle Scholar
  • Brief AP (1998) Attitudes in and Around Organizations (Sage, Thousand Oaks, CA).Google Scholar
  • Brooks ME, Highhouse S (2006) Familiarity breeds ambivalence. Corporate Reputation Rev. 9(2):105–113.CrossrefGoogle Scholar
  • Brown SP, Westbrook RA, Challagalla G (2005) Good cope, bad cope: Adaptive and maladaptive coping strategies following a critical negative work event. J. Appl. Psych. 90(4):792–798.CrossrefGoogle Scholar
  • Brown T (2011) Red Sox turn Francona into scapegoat. Yahoo! Sports (September 30) http://sports.yahoo.com/news/red-sox-turn-francona-scapegoat-202000713--mlb.html.Google Scholar
  • Brunsson N (1989) The Organization of Hypocrisy: Talk, Decisions and Actions in Organizations (John Wiley & Sons, Chichester, UK).Google Scholar
  • Brunsson N (1993) Ideas and actions: Justification and hypocrisy as alternatives to control. Accounting, Organ. Soc. 18(6):489–506.CrossrefGoogle Scholar
  • Cameron KS (1986) Effectiveness as paradox: Consensus and conflict in conceptions of organizational effectiveness. Management Sci. 32(5):539–553.LinkGoogle Scholar
  • Cameron KS, Quinn RE, DeGraff J, Thakor AV (2006) Competing Values Leadership: Creating Value in Organizations (Edward Elgar, Cheltenham, UK).CrossrefGoogle Scholar
  • Carson SJ, Madhok A, Wu T (2006) Uncertainty, opportunism, and governance: The effects of volatility and ambiguity on formal and relational contracting. Acad. Management J. 49(5):1058–1077.CrossrefGoogle Scholar
  • Cha SE, Edmondson AC (2006) When values backfire: Leadership, attribution, and disenchantment in a values-driven organization. Leadership Quart. 17(1):57–78.CrossrefGoogle Scholar
  • Chen M-J (2002) Transcending paradox: The Chinese “middle way” perspective. Asia Pacific J. Management 19(2/3):179–199.CrossrefGoogle Scholar
  • Choo CW (1996) The knowing organization: How organizations use information to construct meaning, create knowledge and make decisions. Internat. J. Inform. Management 16(5):329–340.CrossrefGoogle Scholar
  • Clark JK, Wegener DT, Fabrigar LR (2008) Attitudinal ambivalence and message-based persuasion: Motivated processing of proattitudinal information and avoidance of counterattitudinal information. Personality Soc. Psych. Bull. 34(4):565–577.CrossrefGoogle Scholar
  • Clayton V (1982) Wisdom and intelligence: The nature and function of knowledge in the later years. Internat. J. Aging Human Development 15(4):315–321.CrossrefGoogle Scholar
  • Clegg SR, ed. (2002) Management and Organization Paradoxes (John Benjamins, Amsterdam).CrossrefGoogle Scholar
  • Conner M, Armitage CJ (2008) Attitudinal ambivalence. Crano WD, Prislin R, eds. Attitudes and Attitude Change (Psychology Press, New York), 261–288.Google Scholar
  • Conner M, Sparks P (2002) Ambivalence and attitudes. Eur. Rev. Soc. Psych. 12:37–70.CrossrefGoogle Scholar
  • Coser RL (1966) Role distance, sociological ambivalence, and transitional status systems. Amer. J. Sociol. 72(2):173–187.CrossrefGoogle Scholar
  • Cramer P (1998) Coping and defense mechanisms: What’s the difference? J. Personality 66(6):919–946.CrossrefGoogle Scholar
  • Cramer P (2006) Protecting the Self: Defense Mechanisms in Action (Guilford Press, New York).Google Scholar
  • Daft RL, Macintosh NB (1981) A tentative exploration into the amount and equivocality of information processing in organizational work units. Admin. Sci. Quart. 26(2):207–224.CrossrefGoogle Scholar
  • Dane E (2011) Paying attention to mindfulness and its effects on task performance in the workplace. J. Management 37(4):997–1018.CrossrefGoogle Scholar
  • Das TK, Teng B-S (2000) Instabilities of strategic alliances: An internal tensions perspective. Organ. Sci. 11(1):77–101.LinkGoogle Scholar
  • Diestel S, Schmidt K-H (2011) Costs of simultaneous coping with emotional dissonance and self-control demands at work: Results from two German samples. J. Appl. Psych. 96(3):643–653.CrossrefGoogle Scholar
  • Eisenberg EM (1984) Ambiguity as strategy in organizational communication. Comm. Monogr. 51(3):227–242.CrossrefGoogle Scholar
  • Elfenbein HA (2007) Emotion in organizations: A review and theoretical integration. Acad. Management Ann. 1:315–386.CrossrefGoogle Scholar
  • Erez A, Misangyi VF, Johnson DE, LePine MA, Halverson KC (2008) Stirring the hearts of followers: Charismatic leadership as the transferal of affect. J. Appl. Psych. 93(3):602–615.CrossrefGoogle Scholar
  • Erikson KT (1976) Everything in Its Path: Destruction of Community in the Buffalo Creek Flood (Touchstone, New York).Google Scholar
  • Farjoun M (2010) Beyond dualism: Stability and change as a duality. Acad. Management Rev. 35(2):202–225.CrossrefGoogle Scholar
  • Fassin Y, Buelens M (2011) The hypocrisy-sincerity continuum in corporate communication and decision making: A model of corporate social responsibility and business ethics practices. Management Decision 49(4):586–600.CrossrefGoogle Scholar
  • Feeley TH (2002) Comment on halo effects in rating and evaluation research. Human Comm. Res. 28(4):578–586.CrossrefGoogle Scholar
  • Festinger L (1957) A Theory of Cognitive Dissonance (Row, Peterson and Company, Evanston, IL).CrossrefGoogle Scholar
  • Fiol CM, O’Connor EJ (2003) Waking up! Mindfulness in the face of bandwagons. Acad. Management Rev. 28(1):54–70.CrossrefGoogle Scholar
  • Fiol CM, Pratt MG, O’Connor EJ (2009) Managing intractable identity conflicts. Acad. Management Rev. 34(1):32–55.CrossrefGoogle Scholar
  • Fiss PC, Zajac EJ (2006) The symbolic management of strategic change: Sensegiving via framing and decoupling. Acad. Management J. 49(6):1173–1193.CrossrefGoogle Scholar
  • Fitzgerald FS (1945) The crack-up. Wilson E, ed. The Crack-Up (New Directions, New York), 69–84.Google Scholar
  • Folkman S, Lazarus RS (1980) An analysis of coping in a middle-aged community sample. J. Health Soc. Behav. 21(3):219–239.CrossrefGoogle Scholar
  • Fong CT (2006) The effects of emotional ambivalence on creativity. Acad. Management J. 49(5):1016–1030.CrossrefGoogle Scholar
  • Fong CT, Tiedens LZ (2002) Dueling experiences and dual ambivalences: Emotional and motivational ambivalence of women in high status positions. Motivation Emotion 26(1):105–121.CrossrefGoogle Scholar
  • Freud S (1950/1920) Beyond the Pleasure Principle, translated by Strachey J (Liveright, New York).Google Scholar
  • Galbraith JR (2009) Designing Matrix Organizations That Actually Work: How IBM, Procter & Gamble, and Others Design for Success (Jossey-Bass, San Francisco).Google Scholar
  • George JM (1996) Group affective tone. West MA, ed. Handbook of Work Group Psychology (John Wiley & Sons, Chichester, UK), 77–93.Google Scholar
  • Gilbert CG (2006) Change in the presence of residual fit: Can competing frames coexist? Organ. Sci. 17(1):150–167.LinkGoogle Scholar
  • Gioia DA, Chittipeddi K (1991) Sensemaking and sensegiving in strategic change initiation. Strategic Management J. 12(6):433–448.CrossrefGoogle Scholar
  • Gioia DA, Nag R, Corley KG (2012) Visionary ambiguity and strategic change: The virtue of vagueness in launching major organizational change. J. Management Inquiry 21(4):364–375.CrossrefGoogle Scholar
  • Glynn MA (2000) When cymbals become symbols: Conflict over organizational identity within a symphony orchestra. Organ. Sci. 11(3):285–298.LinkGoogle Scholar
  • Graetz F, Smith ACT (2008) The role of dualities in arbitrating continuity and change in forms of organizing. Internat. J. Management Rev. 10(3):265–280.CrossrefGoogle Scholar
  • Gray JR (1999) A bias toward short-term thinking in threat-related negative emotional states. Personality Soc. Psych. Bull. 25(1):65–75.CrossrefGoogle Scholar
  • Gutierrez B, Howard-Grenville J, Scully MA (2010) The faithful rise up: Split identification and an unlikely change effort. Acad. Management J. 53(4):673–699.CrossrefGoogle Scholar
  • Hardin CD, Higgins ET (1996) Shared reality: How social verification makes the subjective objective. Sorrentino RM, Higgins ET, eds. Handbook of Motivation and Cognition, Vol. 3 (Guilford, New York), 28–84.Google Scholar
  • Harrist S (2006) A phenomenological investigation of the experience of ambivalence. J. Phenomenologic. Psych. 37(1):85–114.CrossrefGoogle Scholar
  • Hass RG, Katz I, Rizzo N, Bailey J, Eisenstadt D (1991) Cross-racial appraisal as related to attitude ambivalence and cognitive complexity. Personality Soc. Psych. Bull. 17(1):83–92.CrossrefGoogle Scholar
  • Hatch MJ (1997) Irony and the social construction of contradiction in the humor of a management team. Organ. Sci. 8(3):275–288.LinkGoogle Scholar
  • Heider F (1958) The Psychology of Interpersonal Relations (John Wiley & Sons, New York).CrossrefGoogle Scholar
  • Hillcoat-Nallétamby S, Phillips JE (2011) Sociological ambivalence revisited. Sociology 45(2):202–217.CrossrefGoogle Scholar
  • Hodson G, Maio GR, Esses VM (2001) The role of attitudinal ambivalence in susceptibility to consensus information. Basic Appl. Soc. Psych. 23(3):197–205.CrossrefGoogle Scholar
  • Hoffman MF, Medlock-Klyukovski A (2004) “Our creator who art in heaven”: Paradox, ritual, and cultural transformation. Western J. Comm. 68(4):389–410.CrossrefGoogle Scholar
  • Horney K (1945) Our Inner Conflicts: A Constructive Theory of Neurosis (W. W. Norton, New York).Google Scholar
  • Isabella LA (1990) Evolving interpretations as a change unfolds: How managers construe key organizational events. Acad. Management J. 33(1):7–41.CrossrefGoogle Scholar
  • Jonas K, Diehl M, Brömer P (1997) Effects of attitudinal ambivalence on information processing and attitude-intention consistency. J. Experiment. Soc. Psych. 33(2):190–210.CrossrefGoogle Scholar
  • Jubas K, Butterwick S (2008) Hard/soft, formal/informal, work/learning: Tenuous/persistent binaries in the knowledge-based society. J. Workplace Learn. 20(7/8):514–525.CrossrefGoogle Scholar
  • Kantola SJ, Syme GJ, Campbell NA (1984) Cognitive dissonance and energy conservation. J. Appl. Psych. 69(3):416–421.CrossrefGoogle Scholar
  • Katz D, Kahn RL (1978) The Social Psychology of Organizations, 2nd ed. (John Wiley & Sons, New York).Google Scholar
  • Katz I, Glass DC (1979) An ambivalence-amplification theory of behavior toward the stigmatized. Austin WG, Worchel S, eds. The Social Psychology of Intergroup Relations (Brooks-Cole, Monterey, CA), 55–70.Google Scholar
  • Kessler EH, Bailey JR, eds. (2007) Handbook of Organizational and Managerial Wisdom (Sage, Los Angeles).Google Scholar
  • Kets de Vries MFR, Miller D (1984) The Neurotic Organization: Diagnosing and Changing Counterproductive Styles of Management (Jossey-Bass, San Francisco).Google Scholar
  • Klimoski R, Mohammed S (1994) Team mental model: Construct or metaphor? J. Management 20(2):403–437.CrossrefGoogle Scholar
  • Kolb DM (1987) Corporate ombudsman and organization conflict resolution. J. Conflict Resolution 31(4):673–691.CrossrefGoogle Scholar
  • Kosmala K, Herrbach O (2006) The ambivalence of professional identity: On cynicism and jouissance in audit firms. Human Relations 59(10):1393–1428.CrossrefGoogle Scholar
  • Kozlowski SWJ, Klein KJ (2000) A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. Klein KJ, Kozlowski SWJ, eds. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (Jossey-Bass, San Francisco), 3–90.Google Scholar
  • Kozlowski SWJ, Chao GT, Jensen JM (2009) Building an infrastructure for organizational learning: A multilevel approach. Kozlowski SWJ, Salas E, eds. Learning, Training, and Development in Organizations (Routledge, New York), 363–403.Google Scholar
  • Kreiner GE, Ashforth BE (2004) Evidence toward an expanded model of organizational identification. J. Organ. Behav. 25(1):1–27.CrossrefGoogle Scholar
  • Kriegler RJ (1980) Working for the Company: Work and Control in the Whyalla Shipyard (Oxford University Press, Melbourne, VIC, Australia).Google Scholar
  • Ku G (2008) Learning to de-escalate: The effects of regret in escalation of commitment. Organ. Behav. Human Decision Processes 105(2):221–232.CrossrefGoogle Scholar
  • Kunda G (1992) Engineering Culture: Control and Commitment in a High-Tech Corporation (Temple University Press, Philadelphia).Google Scholar
  • Larson GS, Tompkins PK (2005) Ambivalence and resistance: A study of management in a concertive control system. Comm. Monogr. 72(1):1–21.CrossrefGoogle Scholar
  • Lavine H, Thomsen CJ, Zanna MP, Borgida E (1998) On the primacy of affect in the determination of attitudes and behavior: The moderating role of affective-cognitive ambivalence. J. Experiment. Soc. Psych. 34(4):398–421.CrossrefGoogle Scholar
  • Lawrence PR, Lorsch JW (1967) Differentiation and integration in complex organizations. Admin. Sci. Quart. 12(1):1–47.CrossrefGoogle Scholar
  • Lazarus RS, Folkman S (1984) Stress, Appraisal, and Coping (Springer, New York).Google Scholar
  • Lewin K (1951) Field Theory in Social Science: Selected Theoretical Papers, edited by Cartwright D (Harper & Brothers, New York).Google Scholar
  • Lewis MW (2000) Exploring paradox: Toward a more comprehensive guide. Acad. Management Rev. 25(4):760–776.CrossrefGoogle Scholar
  • Lim B-C, Klein KJ (2006) Team mental models and team performance: A field study of the effects of team mental model similarity and accuracy. J. Organ. Behav. 27(4):403–418.CrossrefGoogle Scholar
  • Lüscher LS, Lewis MW (2008) Organizational change and managerial sensemaking: Working through paradox. Acad. Management J. 51(2):221–240.CrossrefGoogle Scholar
  • Maio GR, Greenland K, Bernard M, Esses VM (2001) Effects of intergroup ambivalence on information processing: The role of physiological arousal. Group Processes Intergroup Relations 4(4):355–372.CrossrefGoogle Scholar
  • Maitlis S (2005) The social processes of organizational sensemaking. Acad. Management J. 48(1):21–49.CrossrefGoogle Scholar
  • Maitlis S, Lawrence TB (2007) Triggers and enablers of sensegiving in organizations. Acad. Management J. 50(1):57–84.CrossrefGoogle Scholar
  • Margolis JD, Molinsky A (2008) Navigating the bind of necessary evils: Psychological engagement and the production of interpersonally sensitive behavior. Acad. Management J. 51(5):847–872.CrossrefGoogle Scholar
  • Martin RL (2009) The Opposable Mind: Winning Through Integrative Thinking (Harvard Business School Press, Boston).Google Scholar
  • Maybury-Lewis D, Almagor U, eds. (1989) The Attraction of Opposites: Thought and Society in the Dualistic Mode (University of Michigan Press, Ann Arbor).CrossrefGoogle Scholar
  • Medvec VH, Madey SF, Gilovich T (1995) When less is more: Counterfactual thinking and satisfaction among Olympic medalists. J. Personality Soc. Psych. 69(4):603–610.CrossrefGoogle Scholar
  • Merton RK (1976) Sociological Ambivalence and Other Essays (Free Press, New York).Google Scholar
  • Merton RK, Barber E (1976) Sociological ambivalence. Sociological Ambivalence and Other Essays by Merton RK (Free Press, New York), 3–31.Google Scholar
  • Meyerson DE (2001) Tempered Radicals: How People Use Difference to Inspire Change at Work (Harvard Business School Press, Boston).Google Scholar
  • Meyerson DE, Scully MA (1995) Tempered radicalism and the politics of ambivalence and change. Organ. Sci. 6(5):585–600.LinkGoogle Scholar
  • Morgeson FP, Hofmann DA (1999) The structure and function of collective constructs: Implications for multilevel research and theory development. Acad. Management Rev. 24(2):249–265.CrossrefGoogle Scholar
  • Neumann R, Strack F (2000) Approach and avoidance: The influence of proprioceptive and exteroceptive cues on encoding of affective information. J. Personality Soc. Psych. 79(1):39–48.CrossrefGoogle Scholar
  • Oglensky BD (2008) The ambivalent dynamics of loyalty in mentorship. Human Relations 61(3):419–448.CrossrefGoogle Scholar
  • Pescosolido AT (2002) Emergent leaders as managers of group emotion. Leadership Quart. 13(5):583–599.CrossrefGoogle Scholar
  • Peters K, Kashima Y (2007) From social talk to social action: Shaping the social triad with emotion sharing. J. Personality Soc. Psych. 93(5):780–797.CrossrefGoogle Scholar
  • Peters MK, Rothman NB, Northcraft GB (2011) Beyond valence: Effects of group emotional tone on group negotiation behaviors and outcomes. Mannix EA, Neale MA, Overbeck JR, eds. Research on Managing Groups and Teams, Vol. 14 (Emerald Group Publishing, Bingley, UK), 163–185.Google Scholar
  • Piderit SK (2000) Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Acad. Management Rev. 25(4):783–794.CrossrefGoogle Scholar
  • Plambeck N, Weber K (2009) CEO ambivalence and responses to strategic issues. Organ. Sci. 20(6):993–1010.LinkGoogle Scholar
  • Plambeck N, Weber K (2010) When the glass is half full and half empty: CEOs’ ambivalent interpretations of strategic issues. Strategic Management J. 31(7):689–710.Google Scholar
  • Pradies C, Pratt MG (2010) Ex uno plures: Toward a conceptualization of group ambivalence. Acad. Management Proc. August 2010(1):1–6.CrossrefGoogle Scholar
  • Pratt MG (2000) The good, the bad, and the ambivalent: Managing identification among Amway distributors. Admin. Sci. Quart. 45(3):456–493.CrossrefGoogle Scholar
  • Pratt MG (2001) Social identity dynamics in modern organizations: An organizational psychology/organizational behavior perspective. Hogg MA, Terry DJ, eds. Social Identity Processes in Organizatonal Contexts (Psychology Press, Philadelphia), 13–30.Google Scholar
  • Pratt MG, Dirks KT (2006) Rebuilding trust and restoring positive relationships: A commitment-based view of trust. Dutton JE, Ragins BR, eds. Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation (Lawrence Erlbaum Associates, Mahwah, NJ), 117–136.Google Scholar
  • Pratt MG, Doucet L (2000) Ambivalent feelings in organizational relationships. Fineman S, ed. Emotion in Organizations, 2nd ed. (Sage, London), 204–226.CrossrefGoogle Scholar
  • Pratt MG, Dutton JE (2000) Owning up or opting out: The role of emotions and identities in issue ownership. Ashkanasy NM, Härtel CEJ, Zerbe WF, eds. Emotions in the Workplace: Research, Theory, and Practice (Quorum, Westport, CT), 103–129.Google Scholar
  • Pratt MG, Foreman PO (2000) Classifying managerial responses to multiple organizational identities. Acad. Management Rev. 25(1):18–42.CrossrefGoogle Scholar
  • Pratt MG, Pradies C (2011) Just a good place to visit? Exploring positive responses to psychological ambivalence. Cameron KS, Spreitzer GM, eds. The Oxford Handbook of Positive Organizational Scholarship (Oxford University Press, Oxford, UK), 924–937.Google Scholar
  • Pratt MG, Rosa JA (2003) Transforming work-family conflict into commitment in network marketing organizations. Acad. Management J. 46(4):395–418.CrossrefGoogle Scholar
  • Radsma J, Bottorff JL (2009) Counteracting ambivalence: Nurses who smoke and their health promotion role with patients who smoke. Res. Nursing Health 32(4):443–452.CrossrefGoogle Scholar
  • Rahim MA (1985) A strategy for managing conflict in complex organizations. Human Relations 38(1):81–89.CrossrefGoogle Scholar
  • Raisch S, Birkinshaw J (2008) Organizational ambidexterity: Antecedents, outcomes, and moderators. J. Management 34(3):375–409.CrossrefGoogle Scholar
  • Rees L, Rothman NB, Lehavy R, Sanchez-Burks J (2013) The ambivalent mind can be a wise mind: Emotional ambivalence increases judgment accuracy. J. Experiment. Soc. Psych. 49(3):360–367.CrossrefGoogle Scholar
  • Roese NJ (1997) Counterfactual thinking. Psych. Bull. 121(1):133–148.CrossrefGoogle Scholar
  • Rosen M (1988) You asked for it: Christmas at the bosses’ expense. J. Management Stud. 25(5):463–480.CrossrefGoogle Scholar
  • Rothenberg A (1979) The Emerging Goddess: The Creative Process in Art, Science, and Other Fields (University of Chicago Press, Chicago).Google Scholar
  • Rothman NB, Wiesenfeld BM (2007) The social consequences of expressing emotional ambivalence in groups and teams. Mannix EA, Neale MA, Anderson CP, eds. Research on Managing Groups and Teams, Vol. 10 (Emerald Group Publishing, Bingley, UK), 275–308.CrossrefGoogle Scholar
  • Rousseau DM, Sitkin SB, Burt RS, Camerer C (1998) Not so different after all: A cross-discipline view of trust. Acad. Management Rev. 23(3):393–404.CrossrefGoogle Scholar
  • Rowe WG, Cannella AA Jr, Rankin D, Gorman D (2005) Leader succession and organizational performance: Integrating the common-sense, ritual scapegoating, and vicious-circle succession theories. Leadership Quart. 16(2):197–219.CrossrefGoogle Scholar
  • Salancik GR (1977) Commitment and the control of organizational behavior and belief. Staw BM, Salancik GR, eds. New Directions in Organizational Behavior (St. Clair Press, Chicago), 1–54.Google Scholar
  • Schein EH (2010) Organizational Culture and Leadership, 4th ed. (Jossey-Bass, San Francisco).Google Scholar
  • Schneider JA (2003) Working with pathological and healthy forms of splitting: A case study. Bull. Menninger Clinic 67(1):32–49.CrossrefGoogle Scholar
  • Schoenewolf G (1990) Emotional contagion: Behavioral induction in individuals and groups. Modern Psychoanalysis 15(1):49–61.Google Scholar
  • Shapiro SL, Carlson LE (2009) The Art and Science of Mindfulness: Integrating Mindfulness into Psychology and the Helping Professions (American Psychological Association, Washington, DC).CrossrefGoogle Scholar
  • Sheeran P (2002) Intention-behavior relations: A conceptual and empirical review. Eur. Rev. Soc. Psych. 12(1):1–36.CrossrefGoogle Scholar
  • Shore K (1998) Managed care and managed competition: A question of morality. Small RF, Barnhill LR, eds. Practicing in the New Mental Health Marketplace: Ethical, Legal, and Moral Issues (American Psychological Association, Washington, DC), 67–102.CrossrefGoogle Scholar
  • Sincoff JB (1990) The psychological characteristics of ambivalent people. Clinical Psych. Rev. 10(1):43–68.CrossrefGoogle Scholar
  • Sincoff JB (1992) Ambivalence and defense: Effects of a repressive style on normal adolescents’ and young adults’ mixed feelings. J. Abnormal Psych. 101(2):251–256.CrossrefGoogle Scholar
  • Smelser NJ (1998) The rational and the ambivalent in the social sciences. Amer. Sociol. Rev. 63(1):1–16.CrossrefGoogle Scholar
  • Smircich L, Morgan G (1982) Leadership: The management of meaning. J. Appl. Behav. Sci. 18(3):257–273.CrossrefGoogle Scholar
  • Smith AD, Plowman DA, Duchon D (2010) Everyday sensegiving: A closer look at successful plant managers. J. Appl. Behav. Sci. 46(2):220–244.CrossrefGoogle Scholar
  • Smith KK, Berg DN (1987) Paradoxes of Group Life: Understanding Conflict, Paralysis, and Movement in Group Dynamics (Jossey-Bass, San Francisco).Google Scholar
  • Smith WK, Lewis MW (2011) Toward a theory of paradox: A dynamic equilibrium model of organizing. Acad. Management Rev. 36(2):381–403.CrossrefGoogle Scholar
  • Smith WK, Tushman ML (2005) Managing strategic contradictions: A top management model for managing innovation streams. Organ. Sci. 16(5):522–536.LinkGoogle Scholar
  • Sonenshein S (2010) We’re changing—or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation. Acad. Management J. 53(3):477–512.CrossrefGoogle Scholar
  • Staw BM (1980) Rationality and justification in organizational life. Staw BM, Cummings LL, eds. Research in Organizatonal Behavior, Vol. 2 (JAI Press, Greenwich, CT), 45–80.Google Scholar
  • Staw BM, Sutton RI (1993) Macro organizational psychology. Murnighan JK, ed. Social Psychology in Organizations: Advances in Theory and Research (Prentice-Hall, Englewood Cliffs, NJ), 350–384.Google Scholar
  • Sternberg RJ (1998) A balance theory of wisdom. Rev. General Psych. 2(4):347–365.CrossrefGoogle Scholar
  • Stigliani I, Ravasi D (2012) Organizing thoughts and connecting brains: Material practices and the transition from individual to group-level prospective sensemaking. Acad. Management J. 55(5):1232–1259.CrossrefGoogle Scholar
  • Sykes GM, Matza D (1957) Techniques of neutralization: A theory of delinquency. Amer. Sociol. Rev. 22(6):664–670.CrossrefGoogle Scholar
  • Tang Z, Dickson P, Marino L, Tang J, Powell BC (2010) The value of organizational ambivalence for small and medium size enterprises in an uncertain world. British J. Management 21(4):809–828.CrossrefGoogle Scholar
  • Tetlock PE (1985) Accountability: The neglected social context of judgment and choice. Cummings LL, Staw BM, eds. Research in Organizational Behavior, Vol. 7 (JAI Press, Greenwich, CT), 297–332.Google Scholar
  • Thomas KW (1992) Conflict and negotiation processes in organizations. Dunnette MD, Hough LM, eds. Handbook of Industrial and Organizational Psychology, 2nd ed., Vol. 3 (Consulting Psychologists Press, Palo Alto, CA), 651–717.Google Scholar
  • Thompson MM, Holmes JG (1996) Ambivalence in close relationships: Conflicted cognitions as a catalyst for change. Sorrentino RM, Higgins ET, eds. Handbook of Motivation and Cognition, Vol. 3 (Guilford Press, New York), 497–530.Google Scholar
  • Tracy SJ (2004) Dialectic, contradiction, or double bind? Analyzing and theorizing employee reactions to organizational tension. J. Appl. Comm. Res. 32(2):119–146.CrossrefGoogle Scholar
  • Vadera AK, Pratt MG (2013) Love, hate, ambivalence, or indifference? A conceptual examination of workplace crimes and organizational identification. Organ. Sci. 24(1):172–188.LinkGoogle Scholar
  • van Harreveld F, van der Pligt J, de Liver YN (2009a) The agony of ambivalence and ways to resolve it: Introducing the MAID model. Personality Soc. Psych. Rev. 13(1):45–61.CrossrefGoogle Scholar
  • van Harreveld F, Rutjens BT, Rotteveel M, Nordgren LF, van der Pligt J (2009b) Ambivalence and decisional conflict as a cause of psychological discomfort: Feeling tense before jumping off the fence. J. Experiment. Soc. Psych. 45(1):167–173.CrossrefGoogle Scholar
  • Van Kleef GA (2008) Emotion in conflict and negotiation: Introducing the emotions as social information (EASI) model. Ashkanasy NM, Cooper CL, eds. Research Companion to Emotion in Organizations (Edward Elgar, Cheltenham, UK), 392–404.CrossrefGoogle Scholar
  • Wang L, Pratt MG (2008) An identity-based view of emotional ambivalence and its management in organizations. Ashkanasy NM, Cooper CL, eds. Research Companion to Emotion in Organizations (Edward Elgar, Cheltenham, UK), 589–604.CrossrefGoogle Scholar
  • Wegner DM (1989) White Bears and Other Unwanted Thoughts: Suppression, Obsession, and the Psychology of Mental Control (Viking, New York).Google Scholar
  • Weick KE (1979) The Social Psychology of Organizing, 2nd ed. (Addison-Wesley, Reading, MA).Google Scholar
  • Weick KE (1995) Sensemaking in Organizations (Sage, Thousand Oaks, CA).Google Scholar
  • Weick KE (1998) The attitude of wisdom: Ambivalence as the optimal compromise. Srivastva S, Cooperrider DL, eds. Organizational Wisdom and Executive Courage (Lexington Press, San Francisco), 40–64.Google Scholar
  • Weick KE (2002) Puzzles in organizational learning: An exercise in disciplined imagination. British J. Management 13(S2):S7–S15.CrossrefGoogle Scholar
  • Weick KE (2004) Mundane poetics: Searching for wisdom in organization studies. Organ. Stud. 25(4):653–668.CrossrefGoogle Scholar
  • Weick KE, Putnam T (2006) Organizing for mindfulness: Eastern wisdom and Western knowledge. J. Management Inquiry 15(3):275–287.CrossrefGoogle Scholar
  • Weick KE, Sutcliffe KM, Obstfeld D (2005) Organizing and the process of sensemaking. Organ. Sci. 16(4):409–421.LinkGoogle Scholar
  • Weigert A, Franks DD (1989) Ambivalence: A touchstone of the modern temper. Frank DD, McCarthy ED, eds. The Sociology of Emotions: Original Essays and Research Papers (JAI Press, Greenwich, CT), 205–227.Google Scholar
  • Wells PA (1988) The paradox of functional dysfunction in a Girl Scout camp: Implications of cultural diversity for achieving organizational goals. Jones MO, Moore MD, Snyder RC, eds. Inside Organizations: Understanding the Human Dimension (Sage, Newbury Park, CA), 109–117.Google Scholar
  • Wexler MN (1993) The negative rite of scapegoating: From the ancient tribe to the modern organization. Internat. J. Group Tensions 23(4):293–307.Google Scholar
  • Wiley N (1988) The micro-macro problem in social theory. Sociol. Theory 6(2):254–261.CrossrefGoogle Scholar
  • Wilson TD, Hodges SD (1992) Attitudes as temporary constructions. Martin LL, Tesser A, eds. The Construction of Social Judgments (Lawrence Erlbaum Associates, Hillsdale, NJ), 37–66.Google Scholar
  • Wright C (2009) Inside out? Organizational membership, ambiguity and the ambivalent identity of the internal consultant. British J. Management 20(3):309–322.CrossrefGoogle Scholar
  • Ziegler R, Hagen B, Diehl M (2012) Relationship between job satisfaction and job performance: Job ambivalence as a moderator. J. Appl. Soc. Psych. 42(8):2019–2040.CrossrefGoogle Scholar
  • Zorn TE (1995) Bosses and buddies: Constructing and performing simultaneously hierarchical and close friendship relationships. Wood JT, Duck S, eds. Under-Studied Relationships: Off the Beaten Track (Sage, Thousand Oaks, CA), 122–147.Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.