群体情感基调——团队认知的互补性概念

doi:10.6049/kjjbydc.2016070276

科技进步与对策

2017, Vol. 34

Issue (3): 152-160 DOI: 10.6049/kjjbydc.2016070276

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群体情感基调——团队认知的互补性概念

倪旭东,周琰喆

浙江理工大学经济管理学院，浙江杭州 310018

Group Affective Tone——The Complementary Concept of Team Cognition

Ni Xudong,Zhou Yanzhe

School of Economics and Management, Zhejiang Sci-Tech University, Hangzhou 310018,China

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摘要不同于以往团队研究侧重于团队认知维度，随着情感维度在团队及组织中重要性的日益凸显，学者对团队情感展开相应研究发现，在大部分现实团队中存在着对团队产出有重要影响的群体情感基调，即成员情感状态存在相对甚至高度一致的现象。从群体情感基调定义及其相关概念出发，构建了其形成及发展的理论框架，针对群体情感基调影响因素、形成过程、状态、产出以及相应的情境因素进行了相应论述。最后提出，未来研究可对团队中权威人物与其他成员情感关系、具体情感基调、情感二重调整、现代交互媒体下的群体情感基调以及子团队情感基调等方面进行探索。

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	倪旭东
	周琰喆

关键词 ：群体情感基调, 影响因素, 形成过程, 团队认知

收稿日期: 2016-08-25

ZTFLH:

C936

基金资助:教育部人文社会科学基金项目（2016.6-2019.6）；浙江省自然科学基金项目（Y6110419）

通讯作者: 倪旭东

作者简介: 倪旭东（1979-），男，浙江杭州人，博士，浙江理工大学经济管理学院副教授、硕士生导师，研究方向为团队管理与知识创新；周琰喆（1991-），女，江苏如皋人，浙江理工大学经济管理学院硕士研究生，研究方向为团队管理与知识创新。

引用本文:

倪旭东,周琰喆. 群体情感基调——团队认知的互补性概念[J]. 科技进步与对策, 2017, 34(3): 152-160.
Ni Xudong,Zhou Yanzhe. Group Affective Tone——The Complementary Concept of Team Cognition. SCIENCE & TECHNOLOGY PROGRESS AND POLICY, 2017, 34(3): 152-160.

链接本文:

http://www.kjjb.org/CN/10.6049/kjjbydc.2016070276 或 http://www.kjjb.org/CN/Y2017/V34/I3/152

［1］BARSADE S G.The ripple effect:emotional contagion and its influence on group behavior［J］.Administrative Science Quarterly,2002,47(4):644-675.
［2］倪旭东,薛宪方.基于知识异质性团队的异质性知识网络运行机制［J］.心理科学进展,2013,21(3):389-397.
［3］GEORGE J M.Affect regulation in groups and teams［A］.//In Lord R G,et al.Emotions in the workplace:Understanding the structure and role of emotions in organizational behavior［C］.San Francisco:Jossey-Bass,2002:183-218.
［4］GEORGE J M.Personality,affect,and behavior in groups［J］.Journal of Applied Psychology,1990,75(2):107-116.
［5］GEORGE J M.Group affective tone［A］.//In West M A (Ed.).Handbook of work group psychology［C］.Chichester:John Wiley & Sons Ltd,1996:77-93.
［6］GEORGE J M,KING E B.Potential pitfalls of affect convergence in teams:functions and dysfunctions of group affective tone［A］//In MANNIX E A,et al.Research on managing groups and teams［C］.Oxford:JAI Press，2007:97-123.
［7］ILIES R,WAGNER D T,MORGESON F P.Explaining affective linkages in teams:individual differences in susceptibility to contagion and individualism-collectivism［J］.Journal of Applied Psychology,2007,92(4):1140-1148.
［8］SY T,CＴS,SAAVEDRA R.The contagious leader:impact of the leader's mood on the mood of group members,group affective tone,and group processes［J］.Journal of Applied Psychology,2005,90(2):295-305.
［9］BARSADE S G,KNIGHT A P.Group affect［J］.Annual Review of Organizational Psychology and Organizational Behavior,2014(2):21-46.
［10］BARSADE S G,WARD A J,TURNER J D F,et al.To your heart's content:a model of affective diversity in top management teams［J］.Administrative Science Quarterly,2000,45(4):802-836.
［11］GEORGE J M.Leader positive mood and group performance:the case of customer service［J］.Journal of Applied Social Psychology,1995,25(9):778-794.
［12］KNIGHT A P,EISENKRAFT N.Positive is usually good,negative is not always bad:the effects of group affect on social integration and task performance［J］.Journal of Applied Psychology,2015,100(4):1214-1227.
［13］TSAI W-C,CHI N-W,GRANDEY A A,et al.Positive group affective tone and team creativity:negative group affective tone and team trust as boundary conditions［J］.Journal of Organizational Behavior, 2012,33(5):638-656.
［14］GEORGE J M,ZHOU J.Understanding when bad moods foster creativity and good ones don't:the role of context and clarity of feelings［J］.Journal of Applied Psychology,2002,87(4):687-697.
［15］WALTER F,BRUCH H.The positive group affect spiral:a dynamic model of the emergence of positive affective similarity in work groups［J］.Journal of Organizational Behavior,2008,29(2):239-261.
［16］GEORGE J M,ZHOU J.Dual tuning in a supportive context:joint contributions of positive mood,negative mood,and supervisory behaviors to employee creativity［J］.Academy of Management Journal,2007,50(3):605-622.
［17］BARTEL C A,SAAVEDRA R.The collective construction of work group moods［J］.Administrative Science Quarterly,2000,45(2):197-231.
［18］BARSADE S G,GIBSON D E.Group affect:its influence on individual and group outcomes［J］.Current Directions in Psychological Science,2012,21(2):119-123.
［19］BRIEF A P,WEISS H M.Organizational behavior:affect in the workplace［J］.Annual Review of Psychology,2002,53(1):279-307.
［20］COLLINS A L,LAWRENCE S A,TROTH A C,et al.Group affective tone:a review and future research directions［J］.Journal of Organizational Behavior,2013,34(1):43-62.
［21］MASON C M,GRIFFIN M A.Group absenteeism and positive affective tone:a longitudinal study［J］.Journal of Organizational Behavior,2003,24(6):667-687.
［22］GEORGE J M.State or trait:effects of positive mood on prosocial behaviors at work［J］.Journal of Applied Psychology,1991,76(2):299-307.
［23］GEORGE J M,BRIEF A P.Feeling good-doing good:a conceptual analysis of the mood at work-organizational spontaneity relationship［J］.Psychological Bulletin,1992,112(2):310-329.
［24］BLEDOW R,ROSING K,FRESE M.A dynamic perspective on affect and creativity［J］.Academy of Management Journal,2013,56(2):432-450.
［25］GRAWITCH M J,MUNZ D C,KRAMER T J.Effects of member mood states on creative performance in temporary work groups［J］.Group Dynamics:Theory,Research,and Practice,2003,7(1):41-54.
［26］FELPS W,MITCHELL T R,BYINGTON E.How,when,and why bad apples spoil the barrel:negative group members and dysfunctional groups［A］//In Staw B M (Ed.).Research in organizational behavior［C］.Amsterdam:Elsevier,2006:175-222.
［27］KNIGHT A P.Mood at the midpoint:affect and change in exploratory search over time in teams that face a deadline［J］.Organization Science,2015,26(1):99-118.
［28］HERRBACH O.A matter of feeling? the affective tone of organizational commitment and identification［J］.Journal of Organizational Behavior,2006,27(5):629-643 ［29］CHI N-W,CHUNG Y-Y,TSAI W-C.How do happy leaders enhance team success? the mediating roles of transformational leadership,group affective tone,and team processes［J］.Journal of Applied Social Psychology,2011,41(6):1421-1454.
［30］CHI N-W,HO T-R.Understanding when leader negative emotional expression enhances follower performance:the moderating roles of follower personality traits and perceived leader power［J］.Human Relations,2014,67(9):1151-1072.
［31］TROTH A C,JORDAN P J,LAWRENCE S A,et al.A multilevel model of emotional skills,communication performance,and task performance in teams［J］.Journal of Organizational Behavior,2012,33(5):700-722.
［32］TOTTERDELL P.Catching moods and hitting runs:mood linkage and subjective performance in professional sport teams［J］.Journal of Applied Psychology,2000,85(6):848-859.
［33］KRUGLANSKI A W,PIERRO A,MANNETTI L,et al.Groups as epistemic providers:need for closure and the unfolding of group-centrism［J］.Psychological Review,2006,113(1):84-100.
［34］WU C-H,WANG Z.How transformational leadership shapes team proactivity:the mediating role of positive affective tone and the moderating role of team task variety［J］.Group Dynamics:Theory,Research,and Practice,2015,19(3):137-151.
［35］GEORGE J M.Dual tuning:a minimum condition for understanding affect in organizations［J］.Organizational Psychology Review,2011,1(2):147-164.
［36］倪旭东,戴延君,姚春序,张宏.子团队：形成、类型、中间过程及影响［J］.心理科学进展,2015,23(3):1-14.［1］BARSADE S G.The ripple effect:emotional contagion and its influence on group behavior［J］.Administrative Science Quarterly,2002,47(4):644-675.
［2］倪旭东,薛宪方.基于知识异质性团队的异质性知识网络运行机制［J］.心理科学进展,2013,21(3):389-397.
［3］GEORGE J M.Affect regulation in groups and teams［A］.//In Lord R G,et al.Emotions in the workplace:Understanding the structure and role of emotions in organizational behavior［C］.San Francisco:Jossey-Bass,2002:183-218.
［4］GEORGE J M.Personality,affect,and behavior in groups［J］.Journal of Applied Psychology,1990,75(2):107-116.
［5］GEORGE J M.Group affective tone［A］.//In West M A (Ed.).Handbook of work group psychology［C］.Chichester:John Wiley & Sons Ltd,1996:77-93.
［6］GEORGE J M,KING E B.Potential pitfalls of affect convergence in teams:functions and dysfunctions of group affective tone［A］//In MANNIX E A,et al.Research on managing groups and teams［C］.Oxford:JAI Press，2007:97-123.
［7］ILIES R,WAGNER D T,MORGESON F P.Explaining affective linkages in teams:individual differences in susceptibility to contagion and individualism-collectivism［J］.Journal of Applied Psychology,2007,92(4):1140-1148.
［8］SY T,CＴS,SAAVEDRA R.The contagious leader:impact of the leader's mood on the mood of group members,group affective tone,and group processes［J］.Journal of Applied Psychology,2005,90(2):295-305.
［9］BARSADE S G,KNIGHT A P.Group affect［J］.Annual Review of Organizational Psychology and Organizational Behavior,2014(2):21-46.
［10］BARSADE S G,WARD A J,TURNER J D F,et al.To your heart's content:a model of affective diversity in top management teams［J］.Administrative Science Quarterly,2000,45(4):802-836.
［11］GEORGE J M.Leader positive mood and group performance:the case of customer service［J］.Journal of Applied Social Psychology,1995,25(9):778-794.
［12］KNIGHT A P,EISENKRAFT N.Positive is usually good,negative is not always bad:the effects of group affect on social integration and task performance［J］.Journal of Applied Psychology,2015,100(4):1214-1227.
［13］TSAI W-C,CHI N-W,GRANDEY A A,et al.Positive group affective tone and team creativity:negative group affective tone and team trust as boundary conditions［J］.Journal of Organizational Behavior, 2012,33(5):638-656.
［14］GEORGE J M,ZHOU J.Understanding when bad moods foster creativity and good ones don't:the role of context and clarity of feelings［J］.Journal of Applied Psychology,2002,87(4):687-697.
［15］WALTER F,BRUCH H.The positive group affect spiral:a dynamic model of the emergence of positive affective similarity in work groups［J］.Journal of Organizational Behavior,2008,29(2):239-261.
［16］GEORGE J M,ZHOU J.Dual tuning in a supportive context:joint contributions of positive mood,negative mood,and supervisory behaviors to employee creativity［J］.Academy of Management Journal,2007,50(3):605-622.
［17］BARTEL C A,SAAVEDRA R.The collective construction of work group moods［J］.Administrative Science Quarterly,2000,45(2):197-231.
［18］BARSADE S G,GIBSON D E.Group affect:its influence on individual and group outcomes［J］.Current Directions in Psychological Science,2012,21(2):119-123.
［19］BRIEF A P,WEISS H M.Organizational behavior:affect in the workplace［J］.Annual Review of Psychology,2002,53(1):279-307.
［20］COLLINS A L,LAWRENCE S A,TROTH A C,et al.Group affective tone:a review and future research directions［J］.Journal of Organizational Behavior,2013,34(1):43-62.
［21］MASON C M,GRIFFIN M A.Group absenteeism and positive affective tone:a longitudinal study［J］.Journal of Organizational Behavior,2003,24(6):667-687.
［22］GEORGE J M.State or trait:effects of positive mood on prosocial behaviors at work［J］.Journal of Applied Psychology,1991,76(2):299-307.
［23］GEORGE J M,BRIEF A P.Feeling good-doing good:a conceptual analysis of the mood at work-organizational spontaneity relationship［J］.Psychological Bulletin,1992,112(2):310-329.
［24］BLEDOW R,ROSING K,FRESE M.A dynamic perspective on affect and creativity［J］.Academy of Management Journal,2013,56(2):432-450.
［25］GRAWITCH M J,MUNZ D C,KRAMER T J.Effects of member mood states on creative performance in temporary work groups［J］.Group Dynamics:Theory,Research,and Practice,2003,7(1):41-54.
［26］FELPS W,MITCHELL T R,BYINGTON E.How,when,and why bad apples spoil the barrel:negative group members and dysfunctional groups［A］//In Staw B M (Ed.).Research in organizational behavior［C］.Amsterdam:Elsevier,2006:175-222.
［27］KNIGHT A P.Mood at the midpoint:affect and change in exploratory search over time in teams that face a deadline［J］.Organization Science,2015,26(1):99-118.
［28］HERRBACH O.A matter of feeling? the affective tone of organizational commitment and identification［J］.Journal of Organizational Behavior,2006,27(5):629-643 ［29］CHI N-W,CHUNG Y-Y,TSAI W-C.How do happy leaders enhance team success? the mediating roles of transformational leadership,group affective tone,and team processes［J］.Journal of Applied Social Psychology,2011,41(6):1421-1454.
［30］CHI N-W,HO T-R.Understanding when leader negative emotional expression enhances follower performance:the moderating roles of follower personality traits and perceived leader power［J］.Human Relations,2014,67(9):1151-1072.
［31］TROTH A C,JORDAN P J,LAWRENCE S A,et al.A multilevel model of emotional skills,communication performance,and task performance in teams［J］.Journal of Organizational Behavior,2012,33(5):700-722.
［32］TOTTERDELL P.Catching moods and hitting runs:mood linkage and subjective performance in professional sport teams［J］.Journal of Applied Psychology,2000,85(6):848-859.
［33］KRUGLANSKI A W,PIERRO A,MANNETTI L,et al.Groups as epistemic providers:need for closure and the unfolding of group-centrism［J］.Psychological Review,2006,113(1):84-100.
［34］WU C-H,WANG Z.How transformational leadership shapes team proactivity:the mediating role of positive affective tone and the moderating role of team task variety［J］.Group Dynamics:Theory,Research,and Practice,2015,19(3):137-151.
［35］GEORGE J M.Dual tuning:a minimum condition for understanding affect in organizations［J］.Organizational Psychology Review,2011,1(2):147-164.
［36］倪旭东,戴延君,姚春序,张宏.子团队：形成、类型、中间过程及影响［J］.心理科学进展,2015,23(3):1-14.