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Extra resources for Affect and Groups (Research on Managing Groups and Teams)
Fairness theory (Folger & Cropanzano, 2001) proposes that emotions play an important role in reactions to justice and that these reactions are made automatically. , Folger, 1987; Judge, Scott, & Ilies, 2006). We propose in our study that when individuals involved in a process conﬂict perceive themselves to be unfairly treated by their group members, they are more likely to become emotional over process issues than if they had a process disagreement but did not feel they had been unfairly treated.
Organizational justice: Looking back, looking forward. International Journal of Conflict Management, 16(1), 4–29. Park, O. , Sims, H. , & Motowidlo, S. J. (1986). Affect in organizations. In: H. P. Sims & D. A. Gioia & Associates (Eds), The thinking organization (pp. 215–237). San Francisco, CA: Jossey-Bass. Pillutla, M. , & Murnighan, J. K. (1996). Unfairness, anger, and spite: Emotional rejections of ultimatum offers. Organizational Behavior and Human Decision Processes, 68, 208–224. Porter, T.
2006). The multiple level effects of faultline token splits. Paper presented at the Academy of Management, Atlanta, GA. , & Gyr, J. (1954). An analysis of conﬂict in decision making groups. Human Relations, 7, 367–381. Harrison, D. , & Klein, K. J. (2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32. , Cacioppo, J. , & Rapson, R. L. (1994). Emotional contagion. Cambridge, MA: Cambridge University Press. Heider, F.