Behavioral and Brain Sciences

Table of Contents - 2009 - Volume 32, Issue 05  

Open Peer Commentary

When organization meets emotions, does the socio-relational framework fail?

Frédéric Bassoa1 and Olivier Oulliera2

a1 Center for Research in Economics and Management (UMR 6211), University of Rennes 1, Rennes, France; Graduate School of Business Administration (Institut de Gestion de Rennes – Institut d'Administration des Entreprises), 35708 Rennes Cedex 7, France. frederic.basso@univ-rennes1.fr http://www.neuroeconomie.fr/

a2 Université de Provence, Aix-Marseille University & CNRS, 13331 Marseille cedex 03, France; Human Brain and Behavior Laboratory, Center for Complex Systems and Brain Sciences, Florida Atlantic University, Boca Raton, FL 33431. olivier@oullier.fr http://www.oullier.fr/ http://www.neuroeconomie.fr/

Abstract

We suggest that the framework proposed by Vigil is useful in laboratory contexts but might come up short for in vivo social interactions. Emotions result from cost-benefits trade-offs but are not solely generated at the individual level to establish emotional social spheres. In organizational contexts, emotion expression can be a constitutive part of a professional activity, and observed sex differences might vanish.

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