ABSTRACT
The study of emotions has not typically held center stage in the literature on organizational decision making. Our rational models of group decision processes lead us to treat individuals as problem solvers rather than as political and personal beings. Previous research on emotions at work focuses on emotional labor, display rules for emotional expression, and positive and negative emotions (Rafaeli & Sutton, 1987; Waldron, 1994). But emotions are also discursive acts that demonstrate how members regulate, control, and resist organizational actions (Fineman, 1993).
