Collective rumination: When 'problem talk' impairs organizational resilience

Autor: Barbara Kump, Kristin Knipfer
Rok vydání: 2021
Předmět:
509011 Organisational development
509018 Knowledge management
media_common.quotation_subject
050109 social psychology
Emotional contagion
Dysfunctional family
501011 Kognitionspsychologie
509018 Wissensmanagement
501015 Organisationspsychologie
Arts and Humanities (miscellaneous)
0502 economics and business
Developmental and Educational Psychology
medicine
506009 Organisationstheorie
0501 psychology and cognitive sciences
Collective rumination
organizational resilience
social sharing of emotions
emotional contagion
group information processing
organizational behavior
Applied Psychology
media_common
509011 Organisationsentwicklung
506009 Organisation theory
05 social sciences
501015 Organisational psychology
Virtuous circle and vicious circle
Social relation
ddc
Social dynamics
Organizational behavior
501011 Cognitive psychology
Rumination
Psychological resilience
medicine.symptom
Psychology
Social psychology
050203 business & management
Zdroj: Applied Psychology. 71:154-173
ISSN: 1464-0597
0269-994X
DOI: 10.1111/apps.12315
Popis: When adversity strikes, organization members often turn to others in order to vent their negative emotions and re-ceive social support. While social interaction is commonly seen as a major resource for organizational resilience, dysfunctional social interactions and their negative effects on coping with and overcoming adversity are less well understood. This conceptual article develops theory on collective rumination— defined as repetitive and prolonged discussions of adverse events that center on the negative and uncontrollable aspects of the situation— and its detrimental effects on organizational resilience. We elaborate that collective rumination emerges through a vicious circle of a shared negative situational assessment and mutual contagion with highly negative emotions. Based on our theorizing, we propose that collective rumination is negatively related to three core dimensions of organizational resilience: perceptions of control, commitment to joint action, and the acceptance of adversity as a challenge. With our conceptual article, we answer earlier calls to theorize about forms of social interactions that are not valuable but destructive for organizational resilience and elucidate previously neglected social dynamics that are dysfunctional for recovering from adversity.
Databáze: OpenAIRE
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