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Feeling the Hardware: The Emotionality of Technology-Based Organizational Change
Unformatted Document Text:  Feeling the Hardware, p. 3 Feeling the Hardware: The Emotionality of Technology-Based Organizational Change Both managers and, in recent years, researchers have acknowledged the importance of emotion in organizational life. The emphasis on customer service excellence in contemporary organizations, for example, epitomizes managerial efforts to use emotional expression in the pursuit of organizational goals (Voss, 2000). In scholarly circles, there has been an explosion of writing on the subject of emotion at work in the past two decades. Communication scholars, in particular, have begun to illuminate the ways emotion functions in organizational communication (Planalp, 1999). Yet, there are some obvious gaps in this research. Similarly, research on the implementation of information and communication technologies (ICTs) has demonstrated convincingly that the success of such implementation efforts are as much a function of human interaction as they are a function of appropriate technology (Myers & Young, 1997; Taylor, Groleau, Heaton, & Every, 2000). Such research suggests that ICT implementation is, among other things, a political process fraught with tension and power struggles (Myers & Young, 1997; Tantoush & Clegg, 2001). The emotionality of ICT implementation is implied in such work but not directly addressed Thus, both research on emotion at work and research on ICT implementation suggest the need for research that explores the emotionality of ICT implementation. The purpose of this paper is to understand more fully how emotion is used and can be used in organizational communication, specifically how and why employees express emotion in dealing with ICT implementation and how change agents use emotion to achieve their goals. Research on Emotion and ICTs Previous research on emotional expression in the workplace tends to be of three types (Waldron, 1994). First is research primarily from a marketing perspective that focuses on the instrumental uses of emotion in sales and service work. From this perspective, emotional expression can be manipulated and cultivated to achieve organisational and individual goals

Authors: Zorn, Ted.
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Feeling the Hardware, p. 3
Feeling the Hardware: The Emotionality of Technology-Based Organizational Change
Both managers and, in recent years, researchers have acknowledged the importance of
emotion in organizational life. The emphasis on customer service excellence in contemporary
organizations, for example, epitomizes managerial efforts to use emotional expression in the
pursuit of organizational goals (Voss, 2000). In scholarly circles, there has been an explosion
of writing on the subject of emotion at work in the past two decades. Communication
scholars, in particular, have begun to illuminate the ways emotion functions in organizational
communication (Planalp, 1999). Yet, there are some obvious gaps in this research.
Similarly, research on the implementation of information and communication
technologies (ICTs) has demonstrated convincingly that the success of such implementation
efforts are as much a function of human interaction as they are a function of appropriate
technology (Myers & Young, 1997; Taylor, Groleau, Heaton, & Every, 2000). Such research
suggests that ICT implementation is, among other things, a political process fraught with
tension and power struggles (Myers & Young, 1997; Tantoush & Clegg, 2001). The
emotionality of ICT implementation is implied in such work but not directly addressed
Thus, both research on emotion at work and research on ICT implementation suggest
the need for research that explores the emotionality of ICT implementation. The purpose of
this paper is to understand more fully how emotion is used and can be used in organizational
communication, specifically how and why employees express emotion in dealing with ICT
implementation and how change agents use emotion to achieve their goals.
Research on Emotion and ICTs
Previous research on emotional expression in the workplace tends to be of three types
(Waldron, 1994). First is research primarily from a marketing perspective that focuses on the
instrumental uses of emotion in sales and service work. From this perspective, emotional
expression can be manipulated and cultivated to achieve organisational and individual goals


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