A ESTRATÉGIA DA REGIONALIDADE: COOPERATIVISMO NA REGIÃO DO ABCD PAULISTA

A Região do Grande ABCD Paulista destaca-se por abrigar o mais significativo pólo industrial brasileiro. No entanto, muitas indústrias da região têm se retirado ocasionando desta forma, mudanças na estrutura social e econômica. Observa-se então que as cooperativas da Região do Grande ABCD Paulista começam a ganhar vitalização. As cooperativas neste momento de globalização se destacam em vários países, sendo elas, em essência associações de pessoas reunidas por um ou mais objetivos comuns. As principais perguntas que norteiam esta pesquisa são a representatividade dos ramos das cooperativas na Região do Grande ABCD Paulista, e suas contribuições sociais para a região. A natureza da pesquisa é exploratória, apresentando revisão bibliográfica desde o surgimento do cooperativismo até os dias atuais, fundamentada em um estudo de caso de uma cooperativa do ramo de transporte. Os dados foram coletados em base documental e entrevistas com cooperados, funcionários e diretores. No caso da cooperativa pesquisada o estudo proporcionou evidências significativas da melhoria de vida de seus cooperados, bem como a expansão da própria cooperativa, principalmente pela aquisição de sua sede própria., além do posicionamento como referência da sua logo marca no nicho de mercado em que atua.(AU)

A ESTRATÉGIA DA REGIONALIDADE: COOPERATIVISMO NA REGIÃO DO ABCD PAULISTA

A Região do Grande ABCD Paulista destaca-se por abrigar o mais significativo pólo industrial brasileiro. No entanto, muitas indústrias da região têm se retirado ocasionando desta forma, mudanças na estrutura social e econômica. Observa-se então que as cooperativas da Região do Grande ABCD Paulista começam a ganhar vitalização. As cooperativas neste momento de globalização se destacam em vários países, sendo elas, em essência associações de pessoas reunidas por um ou mais objetivos comuns. As principais perguntas que norteiam esta pesquisa são a representatividade dos ramos das cooperativas na Região do Grande ABCD Paulista, e suas contribuições sociais para a região. A natureza da pesquisa é exploratória, apresentando revisão bibliográfica desde o surgimento do cooperativismo até os dias atuais, fundamentada em um estudo de caso de uma cooperativa do ramo de transporte. Os dados foram coletados em base documental e entrevistas com cooperados, funcionários e diretores. No caso da cooperativa pesquisada o estudo proporcionou evidências significativas da melhoria de vida de seus cooperados, bem como a expansão da própria cooperativa, principalmente pela aquisição de sua sede própria., além do posicionamento como referência da sua logo marca no nicho de mercado em que atua.(AU)

A ESTRATÉGIA DA REGIONALIDADE: COOPERATIVISMO NA REGIÃO DO ABCD PAULISTA

A Região do Grande ABCD Paulista destaca-se por abrigar o mais significativo pólo industrial brasileiro. No entanto, muitas indústrias da região têm se retirado ocasionando desta forma, mudanças na estrutura social e econômica. Observa-se então que as cooperativas da Região do Grande ABCD Paulista começam a ganhar vitalização. As cooperativas neste momento de globalização se destacam em vários países, sendo elas, em essência associações de pessoas reunidas por um ou mais objetivos comuns. As principais perguntas que norteiam esta pesquisa são a representatividade dos ramos das cooperativas na Região do Grande ABCD Paulista, e suas contribuições sociais para a região. A natureza da pesquisa é exploratória, apresentando revisão bibliográfica desde o surgimento do cooperativismo até os dias atuais, fundamentada em um estudo de caso de uma cooperativa do ramo de transporte. Os dados foram coletados em base documental e entrevistas com cooperados, funcionários e diretores. No caso da cooperativa pesquisada o estudo proporcionou evidências significativas da melhoria de vida de seus cooperados, bem como a expansão da própria cooperativa, principalmente pela aquisição de sua sede própria., além do posicionamento como referência da sua logo marca no nicho de mercado em que atua.(AU)

Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated

In the first of two articles presenting the case for emotional intelligence in a point/counterpoint exchange, we present a brief summary of research in the field, and rebut arguments against the construct presented in this issue.We identify three streams of research: (1) a four-branch abilities test based on the model of emotional intelligence defined in Mayer and Salovey (1997); (2) self-report instruments based on the Mayer–Salovey model; and (3) commercially available tests that go beyond the Mayer–Salovey definition. In response to the criticisms of the construct, we argue that the protagonists have not distinguished adequately between the streams, and have inappropriately characterized emotional intelligence as a variant of social intelligence. More significantly, two of the critical authors assert incorrectly that emotional intelligence research is driven by a utopian political agenda, rather than scientific interest. We argue, on the contrary, that emotional intelligence research is grounded in recent scientific advances in the study of emotion; specifically regarding the role emotion plays in organizational behavior. We conclude that emotional intelligence is attracting deserved continuing research interest as an individual difference variable in organizational behavior related to the way members perceive, understand, and manage their emotions.

The case for the ability-based model of emotional intelligence in organizational behavior

In this second counterpoint article, we refute the claims of Landy, Locke, and Conte, and make the more specific case for our perspective, which is that ability-based models of emotional intelligence have value to add in the domain of organizational psychology. In this article, we address remaining issues, such as general concerns about the tenor and tone of the debates on this topic, a tendency for detractors to collapse across emotional intelligence models when reviewing the evidence and making judgments, and subsequent penchant to thereby discount all models, including the ability-based one, as lacking validity. We specifically refute the following three claims from our critics with the most recent empirically based evidence: (1) emotional intelligence is dominated by opportunistic academics-turned-consultants who have amassed much fame and fortune based on a concept that is shabby science at best; (2) the measurement of emotional intelligence is grounded in unstable, psychometrically flawed instruments, which have not demonstrated appropriate discriminant and predictive validity to warrant/justify their use; and (3) there is weak empirical evidence that emotional intelligence is related to anything of importance in organizations. We thus end with an overview of the empirical evidence supporting the role of emotional intelligence in organizational and social behavior.

Diversity and Emotion: The New Frontiers in Organizational Behavior Research

This article provides a review of recent developments in two topical areas of research in contemporary organizational behavior: diversity and emotions. In the section called “Diversity,”we trace the history of diversity research, explore the definitions and paradigms used in treatments of diversity, and signal new areas of interest. We conclude that organizational behavior in the 21st century is evolving to embrace a more eclectic and holistic view of humans at work. In the section called “Emotions,” we turn our attention to recent developments in the study of emotions in organizations. We identify four major topics: mood theory, emotional labor, affective events theory (AET), and emotional intelligence, and argue that developments in the four domains have significant implications for organizational research, and the progression of the study of organizational behavior. As with the study of diversity, the topic of emotions in the workplace is shaping up as one of the principal areas of development in management thought and practice for the next decade. Finally, we discuss in our conclusion how these two areas are being conceptually integrated, and the implications for management scholarship and research in the contemporary world.

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.

Social identity and self-categorization processes in organizational contexts

Although aspects of social identity theory are familiar to organizational psychologists, its elaboration, through self-categorization theory, of how social categorization and prototype-based depersonalization actually produce social identity effects is less well known. We describe these processes, relate self-categorization theory to social identity theory, describe new theoretical developments in detail, and show how these developments can address a: range of organizational phenomena. We discuss cohesion and deviance, leadership, subgroup and sociodemographic structure, and mergers and acquisitions.