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Managing anger and annoyance in organizations in China : the role of constructive controversy
Group and Organization Management
  • Dean William TJOSVOLD, Lingnan University, Hong Kong
  • Fang, Sofia SU, Shanghai University of Finance and Economics, China
Document Type
Journal article
Publication Date
  • Anger,
  • Conflict management,
  • Constructive controversy,
  • Emotions

Results from critical incidents, developed through diaries of organizational members in China, support the social cognitive perspective's emphasis on the role of cognitions in the experience and response to anger and suggest that this perspective is a potential foundation for managing anger. Findings indicate that the open-minded discussion (constructive controversy) of the anger and annoyance incidents confirms social face and strengthens relationships. These productive dynamics and outcomes were found to occur when organizational members felt cooperatively interdependent. Results were interpreted as suggesting that even in a society where collectivist and conflict-negative values are influential, anger and annoyance can be constructively managed through an open-minded discussion of the incident.

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Copyright © 2007 Sage Publications

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Citation Information
Tjosvold, D., & Su, F. (2007). Managing anger and annoyance in organizations in China: The role of constructive controversy. Group & Organization Management, 32(3), 260-289. doi: 10.1177/1059601106287106