Implicit Affect in Organizations

Sigal  G. Barsade; Lakshmi  Ramarajan; Drew  Westen

Article | Research in Organizational Behavior | 2009

Implicit Affect in Organizations

by Sigal G. Barsade, Lakshmi Ramarajan and Drew Westen

Abstract

Our goal is to integrate the construct of implicit affect—affective processes activated or processed outside of conscious awareness that influence ongoing thought, behavior, and conscious emotional experience—into the field of organizational behavior. We begin by offering a definition and review of implicit processes, including implicit cognition, motivation and affect. We then draw upon recent empirical research in psychology and neuroscience to make the case for a three category framework of implicit affect: (1) implicit sources of affect (2) implicit experiencing of affect and (3) implicit regulation of affect. To demonstrate the use of this framework in organizational scholarship, we present illustrative examples from organizational behavior research that represent each category. Given the limited amount of research in the organizational domain, we focus on demonstrating how an implicit affect perspective might alter or extend theoretical perspectives about a variety of organizational phenomena. We then discuss methodological options and challenges for studying implicit affect within the organizational domain. In sum, we provide a theoretical and methodological roadmap as well as a call for action for understanding the role of implicit affective processes in organizational behavior.

Keywords: organizational behavior; Framework; Organizational Culture; Behavior; Cognition and Thinking; Emotions; Motivation and Incentives; Perspective;

Format: Print

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Citation:

Barsade, Sigal G., Lakshmi Ramarajan, and Drew Westen. "Implicit Affect in Organizations." Research in Organizational Behavior 29 (2009): 135–162.

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Case | HBS Case Collection | February 2020

Leading Change in Talent at L'Oréal

Lakshmi Ramarajan, Vincent Dessain and Emer Moloney

Jean-Claude Le Grand had dedicated almost his entire career to following talent at L'Oréal. He strongly believed that L'Oréal's workforce needed to be diverse in order to ensure creativity and innovation. In early 2018—as he was about to take up the position of EVP for Human Relations and a place on the Executive Committee—L'Oréal still struggled to diversify its senior leadership team, which was often male, French, elite-educated and made up of executives who had spent their entire careers at the company. At the same time, in an increasingly competitive market for talent, and given digitalization and new ways of working Le Grand was preoccupied that L'Oréal would no longer be able to attract vibrant young talent.

Keywords: Advertising; Business Headquarters; Business Divisions; Business Organization; Change; Change Management; Transformation; Competency and Skills; Experience and Expertise; Talent and Talent Management; Demographics; Diversity; Gender; Nationality; Multinational Firms and Management; Human Resources; Employees; Recruitment; Retention; Selection and Staffing; Innovation and Management; Jobs and Positions; Employment; Human Capital; Leadership; Leadership Development; Leadership Style; Leading Change; Management Practices and Processes; Marketing; Brands and Branding; Product Marketing; Organizations; Organizational Change and Adaptation; Organizational Structure; Personal Development and Career; Planning; Strategic Planning; Problems and Challenges; Networks; Social Psychology; Attitudes; Power and Influence; Social and Collaborative Networks; Business Strategy; Advertising Industry; Beauty and Cosmetics Industry; Consumer Products Industry; France; Paris;

Citation:

Ramarajan, Lakshmi, Vincent Dessain, and Emer Moloney. "Leading Change in Talent at L'Oréal." Harvard Business School Case 420-106, February 2020. View Details

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