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Oluremi Ayoko
School of Business, The University of Queensland, Brisbane 4072, Australia

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Short Biography

Neal M. Ashkanasy is Professor of Management in the UQ Business School at The University of Queensland, Australia, where he graduated with a PhD in 1989. He studies emotion in organizations, leadership, culture, ethical and sustainable behaviour, and the physical environment of work. He has published in journals such as the Academy of Management Journal and Review, the Journal of Management, and the Journal of Applied Psychology. He served as Editor-in-Chief of the Journal of Organizational Behavior, Associate Editor for the Academy of Management Review and Academy of Management Learning & Education.

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Review
Published: 23 July 2021 in Sustainability
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Open-plan office (OPO) layouts emerged to allow organizations to adapt to changing workplace demands. We explore the potential for OPOs to provide such adaptive capacity to respond to two contemporary issues for organizations: the chronic challenge of environmental sustainability, and the acute challenges emerging from the great COVID-19 homeworking experiment. We apply a socio-technical systems perspective and green ergonomics principles to investigate the relationship between an OPO environment and the occupants working within it. In doing so, we consider relevant technical and human factors, such as green technology and employee green behavior. We also consider how a green OPO might provide non-carbon benefits such as improving occupant well-being and supporting the emergence of a green organizational culture. Our investigation highlights several avenues through which an OPO designed with green ergonomic principles could benefit occupants, the organizations they work for, and the natural environment of which they are a part and on which they depend. We find reason to suspect that green OPOs could play an important role in sustainable development; and offer a research agenda to help determine whether it is true that OPOs can, indeed, exemplify how “going green” may be good for business.

ACS Style

Thomas Norton; Oluremi Ayoko; Neal Ashkanasy. A Socio-Technical Perspective on the Application of Green Ergonomics to Open-Plan Offices: A Review of the Literature and Recommendations for Future Research. Sustainability 2021, 13, 8236 .

AMA Style

Thomas Norton, Oluremi Ayoko, Neal Ashkanasy. A Socio-Technical Perspective on the Application of Green Ergonomics to Open-Plan Offices: A Review of the Literature and Recommendations for Future Research. Sustainability. 2021; 13 (15):8236.

Chicago/Turabian Style

Thomas Norton; Oluremi Ayoko; Neal Ashkanasy. 2021. "A Socio-Technical Perspective on the Application of Green Ergonomics to Open-Plan Offices: A Review of the Literature and Recommendations for Future Research." Sustainability 13, no. 15: 8236.

Research article
Published: 06 June 2021 in The International Journal of Human Resource Management
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Interpersonal interactions of global employees are critical for Socio-Cultural Adaptation (SCA) and effective human resources management in the international environment. To date, research examining the impact of interpersonal process of conflict in effective socio-cultural adaptation in the global environment is limited. In this study, we argue that conflict is pervasive in interpersonal interactions and is likely to impact the success of global employees’ SCA. We propose that employees’ communication and cultural intelligence play important mediating and moderating roles in the link between conflict and SCA. Findings from 241 global organizational employees from over 30 countries suggest that conflict and communication are directly related to SCA. Additionally, aspects of employees’ communication behaviors mediated the link between conflict and SCA, while aspects of cultural intelligence moderated the link between conflict communication behaviors and SCA. These findings extend the literature on SCA and contribute to the further development of the concept of cultural intelligence in relation to human resource management. The implications of our findings for international human resource management are discussed.

ACS Style

Oluremi B. Ayoko; Yue Zhang; Julie Nicoli. Conflict and socio-cultural adaptation: the mediating and moderating role of conflict communication behaviors and cultural intelligence. The International Journal of Human Resource Management 2021, 1 -41.

AMA Style

Oluremi B. Ayoko, Yue Zhang, Julie Nicoli. Conflict and socio-cultural adaptation: the mediating and moderating role of conflict communication behaviors and cultural intelligence. The International Journal of Human Resource Management. 2021; ():1-41.

Chicago/Turabian Style

Oluremi B. Ayoko; Yue Zhang; Julie Nicoli. 2021. "Conflict and socio-cultural adaptation: the mediating and moderating role of conflict communication behaviors and cultural intelligence." The International Journal of Human Resource Management , no. : 1-41.

Journal article
Published: 07 January 2021 in Journal of Business Research
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Scholars have long debated the merits of hiring contender and outsider CEOs for achieving strategic change. To further the debate, we propose that whether a contender or outsider CEO generates a greater degree of post-succession strategic change likely depends on his/her fit with the existing members of the top management team (TMT). Drawing on the person–group fit literature and the faultline-based approach, we introduce the concept of the CEO–TMT faultline to assess the CEO’s fit with the TMT. We test our research model using a sample of Chinese firms that experienced CEO succession events between 2006 and 2016. We find that the identity-based CEO–TMT faultline impedes contender and outsider successors’ generation of strategic change. Additionally, the knowledge-based CEO–TMT faultline helps contenders generate strategic change, while it hinders outsiders from doing so. Finally, the resource-based CEO–TMT faultline is beneficial for outsider successors to make strategic change.

ACS Style

Yue Zhang; Oluremi B. Ayoko; Qiaozhuan Liang. The joint influence of CEO succession types and CEO-TMT faultline on firm’s strategic change. Journal of Business Research 2021, 126, 137 -152.

AMA Style

Yue Zhang, Oluremi B. Ayoko, Qiaozhuan Liang. The joint influence of CEO succession types and CEO-TMT faultline on firm’s strategic change. Journal of Business Research. 2021; 126 ():137-152.

Chicago/Turabian Style

Yue Zhang; Oluremi B. Ayoko; Qiaozhuan Liang. 2021. "The joint influence of CEO succession types and CEO-TMT faultline on firm’s strategic change." Journal of Business Research 126, no. : 137-152.

Editorial
Published: 01 January 2021 in Journal of Management & Organization
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ACS Style

Oluremi B. Ayoko. SMEs, innovation and human resource management. Journal of Management & Organization 2021, 27, 1 -5.

AMA Style

Oluremi B. Ayoko. SMEs, innovation and human resource management. Journal of Management & Organization. 2021; 27 (1):1-5.

Chicago/Turabian Style

Oluremi B. Ayoko. 2021. "SMEs, innovation and human resource management." Journal of Management & Organization 27, no. 1: 1-5.

Research article
Published: 27 May 2020 in Australian Journal of Management
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Different configurations of the physical environment of office work are rapidly changing the way office workers behave and perform at work. In particular, organisations today are progressively accommodating their employees in open plan offices (OPOs). In this article, we focus on the OPO and discuss its future and implications for research and practice. Specifically, we build on recent advances in the field to propose that new OPO configurations will require new forms of work behaviour involving new processes and practices, and new research approaches. In addition, we discuss possible areas of work that OPO environments of the future might affect; for example, work design, interpersonal processes, noise and distractions, human resource management (HRM) practices and leadership. Along these lines, we suggest future research directions and make recommendations to navigate the intersection of organisational behaviour (OB) and OPO research and practice. JEL Classification: M19

ACS Style

Oluremi B Ayoko; Neal M Ashkanasy. The physical environment of office work: Future open plan offices. Australian Journal of Management 2020, 45, 488 -506.

AMA Style

Oluremi B Ayoko, Neal M Ashkanasy. The physical environment of office work: Future open plan offices. Australian Journal of Management. 2020; 45 (3):488-506.

Chicago/Turabian Style

Oluremi B Ayoko; Neal M Ashkanasy. 2020. "The physical environment of office work: Future open plan offices." Australian Journal of Management 45, no. 3: 488-506.

Journal article
Published: 09 May 2019 in Journal of Management & Organization
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Prof. Ken Parry's (1998) conceptualisation of leadership as a social process provoked a shift in the understanding of the processes of influence in the context of achieving adaptation and change in response to changes in an organisation's environment. Reflecting on the state of leadership literature in recent years, we answer Ken's (2013) challenge to broaden our understanding of the positive outcomes achieved by social processes of leadership. Building on Ken's work, we propose a research framework that makes a linkage between the social processes of leadership, positive organisational behaviour, and specifically psychological capital.

ACS Style

Michael Muchiri; Sehrish Shahid; Oluremi Ayoko. And now for something completely different: Reframing social processes of leadership theory using positive organisational behaviour. Journal of Management & Organization 2019, 25, 370 -373.

AMA Style

Michael Muchiri, Sehrish Shahid, Oluremi Ayoko. And now for something completely different: Reframing social processes of leadership theory using positive organisational behaviour. Journal of Management & Organization. 2019; 25 (3):370-373.

Chicago/Turabian Style

Michael Muchiri; Sehrish Shahid; Oluremi Ayoko. 2019. "And now for something completely different: Reframing social processes of leadership theory using positive organisational behaviour." Journal of Management & Organization 25, no. 3: 370-373.

Journal article
Published: 07 May 2019 in International Journal of Manpower
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Purpose Research on the physical work environment and employee territorial behavior in the field of organizational behavior is limited. In particular, while the prevalence of territorial behaviors in organizations is not new, little is known about how the physical work environment (e.g. open-plan offices) may influence the enactment, interpretation and reactions to territoriality. The purpose of this paper is to explore the connection between the physical environment of work (e.g. open-plan office), employee territorial behaviors (including infringement) and affective environment. Design/methodology/approach Data were collected by means of in-depth-interviews from 27 participants from two large Australian public organizations involved in recruitment, marketing, consulting and education. Findings Results revealed that employees’ personalization in the open-plan office is driven by the nature of their tasks, appointment, duration of time spent on their desk, level of adaptation to the open-plan office configurations and the proximity of desks to senior managers, hallways and passers-by. Additionally, affective environment has a critical effect on employee personalization and the enactment and perception of territoriality and infringements in open-plan offices. Additionally, the authors found that the affective environment is dynamic and that employees in open-plan offices experienced emotional contagion (positive and negative). Research limitations/implications Due to the demographic make-up of one of the participating organizations, less than a third of participants were male. While the data did not suggest any disparity in the territorial behaviors of male and female, future research should include an even representation of male and female participants. Similarly, the authors did not examine the impact of ethnicity and cultural background on employees’ territoriality. However, given that the workforce is increasingly becoming multicultural, future research should explore how ethnicity might impact the use of space, work processes and productivity in open-plan office. Additionally, scholars should continue to tease out the impact of affective environment (positive and negative) on team processes (e.g. conflict, communication, collaboration and the development of team mental models) in the open-plan office. Practical implications The results indicate some practical implications. Noise and distraction are indicated in the results. Therefore, human resource managers and organizational leaders should work with employees to develop some ground rules and norms to curb excessive noise in the open-plan office. Additionally, the authors found in the current study that the affective environment is dynamic and that employees in open-plan offices experienced emotional contagion (positive and negative). Managers should watch out for how individuals react to the prevailing emotions and moods in the open-plan office with the intention of diffusing negative emotions as quickly as possible, for example, by changing the topic under discussion in the open-plan office. The results speak to the need for more active collaboration and engagement between policy makers, workspace architects, designers and employees especially prior to the building of such workspaces. Social implications The results suggest that effective employee interactions in open-plan office may be enhanced by positive emotional contagion and office affective environment. Originality/value So far, little is known about the impact of the physical work context (e.g. open-plan offices) on the enactment, interpretation and reactions to territoriality. The current paper explores the connection between the physical environment of work (e.g. open-plan office), employee territorial behaviors (including infringement) and affective environment. The findings demonstrate for the first time and especially in an open-plan office that ownership and personalization of objects and workspaces are more likely to be driven by the amount of time spent at one’s desk, the nature of employees’ appointments and tasks. Additionally, the present research is one of the first to report on affective environment dynamism in the open-plan office.

ACS Style

Natalya Monaghan; Oluremi Bolanle Ayoko. Open-plan office, employees’ enactment, interpretations and reactions to territoriality. International Journal of Manpower 2019, 40, 228 -245.

AMA Style

Natalya Monaghan, Oluremi Bolanle Ayoko. Open-plan office, employees’ enactment, interpretations and reactions to territoriality. International Journal of Manpower. 2019; 40 (2):228-245.

Chicago/Turabian Style

Natalya Monaghan; Oluremi Bolanle Ayoko. 2019. "Open-plan office, employees’ enactment, interpretations and reactions to territoriality." International Journal of Manpower 40, no. 2: 228-245.

Journal article
Published: 20 February 2019 in Journal of Business Research
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Working environments become increasingly culturally diverse and managers, employees and people at large are often required to engage in cross-cultural negotiations. In this regard, it becomes important for negotiators to develop the ability to recognize cultural differences and adapt their negotiation styles to the cultural contingencies they face. This study examines the influence of cultural intelligence on the relationship between cultural values and the individual preferences for a given negotiation style. Our results show that cultural values (e.g. power distance, uncertainty avoidance, collectivism and masculinity) have a direct influence on negotiation styles as well as an indirect effect, which is mediated through cultural intelligence. The study highlights the importance of cultural values and cultural intelligence on negotiation styles and contributes to the research and practice of negotiations.

ACS Style

Andrea Caputo; Oluremi B. Ayoko; Nii Amoo; Charlott Menke. The relationship between cultural values, cultural intelligence and negotiation styles. Journal of Business Research 2019, 99, 23 -36.

AMA Style

Andrea Caputo, Oluremi B. Ayoko, Nii Amoo, Charlott Menke. The relationship between cultural values, cultural intelligence and negotiation styles. Journal of Business Research. 2019; 99 ():23-36.

Chicago/Turabian Style

Andrea Caputo; Oluremi B. Ayoko; Nii Amoo; Charlott Menke. 2019. "The relationship between cultural values, cultural intelligence and negotiation styles." Journal of Business Research 99, no. : 23-36.

Journal article
Published: 17 January 2019 in Journal of Management & Organization
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While research on the role of employees’ characteristics as core to transformational leadership theory is burgeoning, limited research has focused on the differing aspects of employees’ self-determined motivation as mediating mechanism through which transformational leadership may impact outcomes. Drawing on the self-determined theory of motivation, we build and test a theoretical model linking employees’ perceptions of transformational leadership with engagement through an intervening variable of differing aspects of employees’ self-determined motivation. Data from a sample of 155 participants revealed that employees’ perceptions of transformational leadership were positively related to employees’ self-determined motivation (intrinsic, autonomous, and controlled) and work engagement. Specifically, self-determined motivation (intrinsic, autonomous) was positively linked with work engagement while intrinsic, autonomous and controlled dimensions of self-determined motivation mediated the relationship between transformational leadership and work engagement. We discuss the theoretical and practical implications of the results.

ACS Style

Jeremy Chua; Oluremi B. Ayoko. Employees’ self-determined motivation, transformational leadership and work engagement. Journal of Management & Organization 2019, 1 -21.

AMA Style

Jeremy Chua, Oluremi B. Ayoko. Employees’ self-determined motivation, transformational leadership and work engagement. Journal of Management & Organization. 2019; ():1-21.

Chicago/Turabian Style

Jeremy Chua; Oluremi B. Ayoko. 2019. "Employees’ self-determined motivation, transformational leadership and work engagement." Journal of Management & Organization , no. : 1-21.

Journal article
Published: 01 August 2018 in Journal of Business Research
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ACS Style

Andrea Caputo; Oluremi B. Ayoko; Nii Amoo. The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles. Journal of Business Research 2018, 89, 10 -20.

AMA Style

Andrea Caputo, Oluremi B. Ayoko, Nii Amoo. The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles. Journal of Business Research. 2018; 89 ():10-20.

Chicago/Turabian Style

Andrea Caputo; Oluremi B. Ayoko; Nii Amoo. 2018. "The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles." Journal of Business Research 89, no. : 10-20.

Original paper
Published: 03 July 2018 in Journal of Business Ethics
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In the present research, we qualitatively document the process by which spiritual leader and leadership emerge in religion-based organizations. Data from 26 participants in three religion-based organizations revealed three cardinal themes that depict (1) the development of spiritual leader (e.g., embodiment of a spiritual leaderspiritual lifestyle; inspiration) and spiritual leadership (e.g., follower-based leadership), (2) the process of developing a spiritual leader (e.g., interest/calling, personal experiences) and spiritual leadership (e.g., appointment; training), and (3) outcomes of spiritual leader and leadership development (i.e., personal, follower and organizational growth). Based on the results, we propose a model that depicts the phases involved in the development of spiritual leader/leadership in the religion-based workplace. These phases are proposed to impact the outcomes for the leader, followers, and the organization. The implications of our results are discussed.

ACS Style

James J. Q. Low; Oluremi B. Ayoko. The Emergence of Spiritual Leader and Leadership in Religion-Based Organizations. Journal of Business Ethics 2018, 161, 513 -530.

AMA Style

James J. Q. Low, Oluremi B. Ayoko. The Emergence of Spiritual Leader and Leadership in Religion-Based Organizations. Journal of Business Ethics. 2018; 161 (3):513-530.

Chicago/Turabian Style

James J. Q. Low; Oluremi B. Ayoko. 2018. "The Emergence of Spiritual Leader and Leadership in Religion-Based Organizations." Journal of Business Ethics 161, no. 3: 513-530.

Book chapter
Published: 13 July 2017 in Research on Emotion in Organizations
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Based on a model of employee personal gender self-categorization, we examine the relationships between prejudicial attitudes and experiences of aggression in a male-dominated workplace. Data collected from 603 employees in a male-dominated global workplace revealed that individuals who self-categorize as either males or females experience differential powerful emotions. Additionally, we found that the more anger experienced by employees who self-categorize either as males or females, the stronger their female prejudicial attitudes. In contrast, we found that contempt was negatively associated with female prejudicial attitudes; that is, the more contempt experienced by employees who self-categorize either as males or females, the weaker their female prejudicial attitudes.

ACS Style

Alberto R. Melgoza; Neal M. Ashkanasy; Oluremi B. Ayoko; Wilfred J. Zerbe; Charmine E. J. Härtel; Laura Petitta. Gender Self-Categorization, Emotions, and Experience of Aggression in a Male-Dominated Workforce. Research on Emotion in Organizations 2017, 175 -195.

AMA Style

Alberto R. Melgoza, Neal M. Ashkanasy, Oluremi B. Ayoko, Wilfred J. Zerbe, Charmine E. J. Härtel, Laura Petitta. Gender Self-Categorization, Emotions, and Experience of Aggression in a Male-Dominated Workforce. Research on Emotion in Organizations. 2017; ():175-195.

Chicago/Turabian Style

Alberto R. Melgoza; Neal M. Ashkanasy; Oluremi B. Ayoko; Wilfred J. Zerbe; Charmine E. J. Härtel; Laura Petitta. 2017. "Gender Self-Categorization, Emotions, and Experience of Aggression in a Male-Dominated Workforce." Research on Emotion in Organizations , no. : 175-195.

Journal article
Published: 11 April 2016 in International Journal of Conflict Management
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Purpose This paper aims to clarify the relationship between conflict, apologies, forgiveness and willingness to cooperate after a conflict event. Design/methodology/approach The paper used scenarios and quantitative measures to examine the connection between conflict, perceived apology sincerity, forgiveness and willingness to cooperate in 358 business undergraduates. Findings Data revealed that relationship conflict was significantly but negatively associated with forgiveness and willingness to cooperate. Additionally, attitudes toward forgiveness were directly and positively related not only to forgiveness but also to willingness to cooperate. Finally, forgiveness mediated the link between both perceived apology sincerity attitudes to forgiveness and willingness to cooperate. Research limitations/implications Data were cross-sectional and may be subject to bias. Longitudinal studies are needed to further tease out the connection between the variables in the current study. Similarly, future research should explore the role of climate and individuals’ disposition and readiness to apologize, forgive and their willingness to cooperate at work. Practical implications The paper includes practical implications for managers interested in eliciting cooperation after a workplace conflict. Specifically, apology and forgiveness should be included in managers’ conflict management training programs. Social implications Our findings indicated that apology and forgiveness are social skills that are important for conflict management and cooperation after a workplace conflict. Originality/value Beyond reconciliation, the current study provides new insights into the important role of actual forgiveness in whether employees are willing to cooperate after conflict at work. Practical assistance is offered to managers who are interested in fostering cooperation and increased performance after conflict episodes.

ACS Style

Oluremi Bolanle Ayoko. Workplace conflict and willingness to cooperate. International Journal of Conflict Management 2016, 27, 172 -198.

AMA Style

Oluremi Bolanle Ayoko. Workplace conflict and willingness to cooperate. International Journal of Conflict Management. 2016; 27 (2):172-198.

Chicago/Turabian Style

Oluremi Bolanle Ayoko. 2016. "Workplace conflict and willingness to cooperate." International Journal of Conflict Management 27, no. 2: 172-198.

Research article
Published: 05 September 2014 in Group & Organization Management
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Using data from 36 combat teams, we examined how transformational leadership is connected with team mental model (TMM) similarity. In addition, we investigated the mediating role of TMM similarity and team efficacy in the link between transformational leadership and intra-team conflict. Data analysis revealed that well-defined transformational leadership behaviors were positively associated with TMM similarity, whereas TMM similarity was positively connected with team efficacy. Results also indicated that higher levels of team efficacy were associated with lower levels of intra-team conflict (task, relationship, and process). In addition, both TMM similarity and team efficacy mediated the link between transformational leadership and intra-team conflict. Implications of findings are discussed.

ACS Style

Oluremi B. Ayoko; Eunice L. Chua. The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict. Group & Organization Management 2014, 39, 504 -531.

AMA Style

Oluremi B. Ayoko, Eunice L. Chua. The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict. Group & Organization Management. 2014; 39 (5):504-531.

Chicago/Turabian Style

Oluremi B. Ayoko; Eunice L. Chua. 2014. "The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict." Group & Organization Management 39, no. 5: 504-531.

Journal article
Published: 02 November 2012 in Equality, Diversity and Inclusion: An International Journal
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ACS Style

Oluremi B. Ayoko; Alison M. Konrad. Leaders’ transformational, conflict, and emotion management behaviors in culturally diverse workgroups. Equality, Diversity and Inclusion: An International Journal 2012, 31, 694 -724.

AMA Style

Oluremi B. Ayoko, Alison M. Konrad. Leaders’ transformational, conflict, and emotion management behaviors in culturally diverse workgroups. Equality, Diversity and Inclusion: An International Journal. 2012; 31 (8):694-724.

Chicago/Turabian Style

Oluremi B. Ayoko; Alison M. Konrad. 2012. "Leaders’ transformational, conflict, and emotion management behaviors in culturally diverse workgroups." Equality, Diversity and Inclusion: An International Journal 31, no. 8: 694-724.

Journal article
Published: 01 August 2012 in European Management Journal
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ACS Style

Oluremi B. Ayoko; Alison M. Konrad; Maree V. Boyle. Erratum to “Online work: Managing conflict and emotions for performance in virtual teams” [European Management Journal 30 (2) 2012 156–174]. European Management Journal 2012, 30, 404 .

AMA Style

Oluremi B. Ayoko, Alison M. Konrad, Maree V. Boyle. Erratum to “Online work: Managing conflict and emotions for performance in virtual teams” [European Management Journal 30 (2) 2012 156–174]. European Management Journal. 2012; 30 (4):404.

Chicago/Turabian Style

Oluremi B. Ayoko; Alison M. Konrad; Maree V. Boyle. 2012. "Erratum to “Online work: Managing conflict and emotions for performance in virtual teams” [European Management Journal 30 (2) 2012 156–174]." European Management Journal 30, no. 4: 404.

Journal article
Published: 30 April 2012 in European Management Journal
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This qualitative study captures the development of conflicts and emotions in virtual teams (VTs) and identifies strategies for preventing escalation of affective conflict to enhance VT performance. Participants were 45 university students organized into eight VTs for a class project. All communication regarding the project was virtual, and the primary data for the study consisted of the verbatim transcripts of 100% of the VT communications. Thematic analysis not only revealed the triggers of conflicts and its associated emotionality in a virtual environment but also the use of emotional regulation and feedback seeking behaviors to manage conflict and negative emotions. Integrating insights from this research with affective events theory, emotional regulation theory and theories of workplace conflict, we create a model for future research regarding the management of emotional reactions to conflict in virtual teams.

ACS Style

Oluremi B. Ayoko; Alison M. Konrad; Maree V. Boyle. Online work: Managing conflict and emotions for performance in virtual teams. European Management Journal 2012, 30, 156 -174.

AMA Style

Oluremi B. Ayoko, Alison M. Konrad, Maree V. Boyle. Online work: Managing conflict and emotions for performance in virtual teams. European Management Journal. 2012; 30 (2):156-174.

Chicago/Turabian Style

Oluremi B. Ayoko; Alison M. Konrad; Maree V. Boyle. 2012. "Online work: Managing conflict and emotions for performance in virtual teams." European Management Journal 30, no. 2: 156-174.

Journal article
Published: 10 February 2012 in International Journal of Conflict Management
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Purpose – Researchers suggest that trust building may be challenging in the face of conflict. However, there is an emerging proposition that conflict is critical for trust. Using affective events and attribution theories as a framework, the purpose of this paper is to present a model of the mediating effects of positive emotional arousal and self‐conscious emotions in the relationship between conflict and trust.Design/methodology/approach – Data were collected from 325 students enrolled in varied postgraduate programs in a large business school. The authors employed Preacher and Hayes's bootstrapping SPSS macros to test the direct and mediation effects of the connection between conflict, emotions and trust.Findings – Results showed that task, relationship and process conflict were associated with differing aspects of positive emotional arousal (enthusiasm, excitement) and self‐conscious emotions (guilt and shame). Similarly, behavioural guilt was linked with trust while emotions mediated the link between conflict and trust.Research limitations/implications – The authors acknowledge that there are possible covariates (e.g. how long ago did the conflict occur?) with the variables used in the current study. Future research should include such covariates in the study of the relationship between conflict emotions and trust. Also, the data were largely cross‐sectional, drawn from a relatively small sample. In future, researchers should examine similar constructs with longitudinal data and in large organisational sample. In spite of the above limitations, the validity of the results presented in this paper is not compromised. The study extends self‐conscious emotions literature by demonstrating that guilt and shame have cognitive and behavioural properties and with differing connections with conflict and trust.Practical implications – The paper's findings suggest that managers who want to engender trust in conflict situations should stimulate task conflict to arouse enthusiasm and excitement. These discrete emotions are critical for building integrity based trust. Alternatively, by managing reparative emotions of guilt effectively, managers may increase levels of perceived trust. Overall, the results suggest that focusing on the effect of conflict on trust without considering the positive emotional arousal and self‐conscious emotions could yield disappointing outcomes.Originality/value – The study provides new insights into the influence of conflict on trust and the mediating role of emotions (e.g. guilt and shame) in the link between conflict and trust. The paper also offers a practical assistance to individuals interested in building trust, especially in the face of conflict.

ACS Style

Mingkai J. Chen; Oluremi B. Ayoko. Conflict and trust: the mediating effects of emotional arousal and self‐conscious emotions. International Journal of Conflict Management 2012, 23, 19 -56.

AMA Style

Mingkai J. Chen, Oluremi B. Ayoko. Conflict and trust: the mediating effects of emotional arousal and self‐conscious emotions. International Journal of Conflict Management. 2012; 23 (1):19-56.

Chicago/Turabian Style

Mingkai J. Chen; Oluremi B. Ayoko. 2012. "Conflict and trust: the mediating effects of emotional arousal and self‐conscious emotions." International Journal of Conflict Management 23, no. 1: 19-56.

Journal article
Published: 01 October 2006 in Cross Cultural Management: An International Journal
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Purpose – To provide a new way of conceptualizing the leader's role in managing conflict for increased task and social outcomes in culturally heterogeneous workgroups (CHWs). Design/methodology/approach – The objectives of the paper can be met by hypothesizing the proposed relationships and testing them quantitatively using multiple regression. Findings – Finds that the effect of conflict in CHWs depends, in part, on the way the parties concerned manage it, and in particular the group leader. Research limitations/implications – The major limitation of the current research is that it is theoretical. Future research will now need to test the propositions put forward in this paper. Practical implications – The paper conceptually identified some skills and behaviors that are pertinent to effective leadership in culturally heterogeneous workgroups. Originality/value – The model presented in the paper and the research emanating from it should assist in training leaders for these workgroups.

ACS Style

Oluremi B. Ayoko; Charmine E.J. Härtel. Cultural diversity and leadership. Cross Cultural Management: An International Journal 2006, 13, 345 -360.

AMA Style

Oluremi B. Ayoko, Charmine E.J. Härtel. Cultural diversity and leadership. Cross Cultural Management: An International Journal. 2006; 13 (4):345-360.

Chicago/Turabian Style

Oluremi B. Ayoko; Charmine E.J. Härtel. 2006. "Cultural diversity and leadership." Cross Cultural Management: An International Journal 13, no. 4: 345-360.

Journal article
Published: 01 July 2003 in Applied Psychology
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The diversity literature is replete with examples of poor outcomes in Culturally Heterogeneous Workgroups (CHWs) caused by relational difficulties. Although it is widely recognised that culture shapes people's interpretation of behavior and their style of interaction with others in the workplace, what is ill understood is what the specific conflict triggers of these conflicts are. In this paper, we argue that differences in cultural norms and views of physical and psychological space are major triggers of conflict in CHWs. Findings from a field study support the proposition that different viewpoints regarding the use of space, the inability to retreat from exposure to others, decreased interpersonal space, and privacy invasion moderate the relationship between cultural diversity in the workgroup and the type, frequency, and duration of conflict events in CHWs. The paper represents a first step in elucidating the role of space in cross-cultural interactions in the workplace and how space may be a potentially important conflict control mechanism for managers of culturally diverse workgroups

ACS Style

Oluremi B. Ayoko; Charmine E. J. Härtel. The Role of Space as Both a Conflict Trigger and a Conflict Control Mechanism in Culturally Heterogeneous Workgroups. Applied Psychology 2003, 52, 383 -412.

AMA Style

Oluremi B. Ayoko, Charmine E. J. Härtel. The Role of Space as Both a Conflict Trigger and a Conflict Control Mechanism in Culturally Heterogeneous Workgroups. Applied Psychology. 2003; 52 (3):383-412.

Chicago/Turabian Style

Oluremi B. Ayoko; Charmine E. J. Härtel. 2003. "The Role of Space as Both a Conflict Trigger and a Conflict Control Mechanism in Culturally Heterogeneous Workgroups." Applied Psychology 52, no. 3: 383-412.