Origin of the Archean Sask craton and its extent within the Trans-Hudson orogen: evidence from Pb and Nd isotopic compositions of basement rocks and post-orogenic intrusions

U-Pb zircon ages from the exposed Sask craton are 2450-3100 Ma, from the Peter Lake Domain 2575-2640 Ma, and from rocks of the Trans-Hudson orogen 1840-1880 Ma. U-Pb monazite and zircon ages of post-orogenic pegmatites and aplites are 1770-1800 Ma. Common Pb and Sm-Nd isotopic compositions of post-orogenic intrusions, as probes of crust beneath the orogen, were compared to Sask craton rocks and ca. 1850 Ma orogenic rocks to infer the origin and subsurface distribution of the Sask craton within the internides of the Trans-Hudson orogen. Results show that post-orogenic intrusions within most of the Glennie Domain and Hanson Lake block were derived, at least in part, from Archean source materials, demonstrating that the Sask craton lies beneath Paleoproterozoic orogenic rocks present at the surface. In contrast, common Pb and Sm-Nd isotopic compositions from pegmatites and aplites of the La Ronge Domain are essentially identical with those of the Paleoproterozoic orogenic rocks into which they are intruded, indicating derivation by partial melting of similar rocks. Thus, if the Sask craton extended to the west beneath the La Ronge Domain, it was beneath the zone of melting that produced the post-orogenic intrusions, making it unlikely that the Sask craton is a detached part of the Hearne craton. Many samples from the Sask craton have elevated Pb-208/Pb-204 ratios, unlike Superior craton or Hearne craton rocks, suggesting that the Sask craton was derived from an exotic source, such as the Wyoming craton, which shares similar elevated Pb-208/Pb-204 ratios.

Overview: The effect of affect in organizational settings

Nine of the chapters in this volume were sourced from the Fourth International Conference on Emotions and Organizational Life, held at Birkbeck College, London, in June 2004, and attended by 77 delegates. A record 46 papers were submitted to the conference, of which 27 were selected for presentation, in addition to one symposium. The nine papers chosen for this book were selected on the basis of their quality, interest, and appropriateness for the theme of this volume, “The effect of affect in organizational settings.” (A further set of papers has been selected to appear in Volume 2 of this book series.) We acknowledge in particular the assistance of the conference paper reviewers (see Appendix), who returned high-quality reviews in a very short time.

Overview: Individual and organizational perspectives on emotion management and display

As reported in Volume 1 of Research on Emotions in Organizations (Ashkanasy, Zerbe, & Härtel, 2005), the chapters in this volume are drawn from the best contributions to the 2004 International Conference on Emotion and Organizational Life held at Birkbeck College, London, complemented by additional, invited chapters. (This biannual conference has come to be known as the “Emonet” conference, after the listserv of members.) Previous edited volumes (Ashkanasy, Härtel, & Zerbe, 2000; Ashkanasy, Zerbe, & Härtel, 2002; Härtel, Zerbe, & Ashkanasy, 2004) were published every two years following the Emonet conference. With the birth of this annual Elsevier series came the opportunity for greater focus in the theme of each volume, and for greater scope for invited contributions. This volume contains eight chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as four invited chapters. We again acknowledge in particular the assistance of the conference paper reviewers (see the appendix). In the year of publication of this volume the 2006 Emonet conference will be held in Atlanta, USA and will be followed by Volumes 3 and 4 of Research on Emotions in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.uq.edu.au/emonet/.

Organizational behaviour: An emotions perspective

This opening chapter provides an overview of organizational behavior theory and research and the paradigms that have dominated the field to date. Running through a discussion of rational notions of organizational behavior, to concepts of bounded rationality and most recently the call for bounded emotionality perspectives, we identify for the reader what a bounded emotionality perspective adds to the understanding of organizations. We then provide an overview of the remaining chapters in the book and how they contribute to the book's objectives.

The role of affect, fairness, and social perception in team member exchange

Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In particular, little is known of the effect of LMX differentiation (in-group versus out-group) as a process of social exhange that can, in turn, affect TMX quality. To explore this phenomenon, this chapter presents a multi-level model of TMX in organizations, which incorporates LMX differentiation, team identification, team member affect at the individual level, and fairness of LMX differentiation and affective climate at the group-level. We conclude with a discussion of the implications of our model for theory, research, and practice.

Customer emotions in service failure and recovery encounters

Emotions play a significant role in the workplace, and considerable attention has been given to the study of employee emotions. Customers also play a central function in organizations, but much less is known about customer emotions. This chapter reviews the growing literature on customer emotions in employee–customer interfaces with a focus on service failure and recovery encounters, where emotions are heightened. It highlights emerging themes and key findings, addresses the measurement, modeling, and management of customer emotions, and identifies future research streams. Attention is given to emotional contagion, relationships between affective and cognitive processes, customer anger, customer rage, and individual differences.