March L To
Biographic Data
| ID | 5790473 |
|---|---|
| NAME | March L To |
| GIVEN NAMES | March L |
| FAMILY NAME | To |
| SIGNATURE | TO M L |
| AFFILIATIONS | Faculty of Business Bond University Gold Coast Australia |
| ORCID | 0000-0002-6621-3776 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 49 |
| AUTHOR COUNT | 7 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 2 |
Where Is the Take in Give and Take? A Review of Empathy Effects on Workplace Outcomes for Both Givers and Receivers
There is increasing interest in understanding and recognition of the importance of empathy effects at work. However, despite the two‐party nature of empathy, little research has distinguished between empathy‐giving versus empathy‐receiving, or between empathy‐giver versus receiver. This conflation arguably creates an incomplete or even misleading understanding of empathy effects on workplace outcomes and limits the development of theories that ca…
A neurocognitive framework of attention and creativity
Coming up with creative ideas is not easy. In this conceptual article, we integrate organizational behavior, cognitive psychology, and neuroscience literatures to propose that different forms of attention may be a key to maximizing creative usefulness and novelty. Specifically, we develop a neurocognitive framework of attentional control to propose differential pathways from creative goal‐directed attention (a narrow and selective focus) to delib…
How are career adaptable and customer oriented employees treated? Examining career-situated factors that reduce customer mistreatment
Anger displays and integrative behavior among work dyads in teams
Anger has often been portrayed as a destructive social emotion in the literature. However, research conducted with a social functional approach has also revealed the functionality of anger and called for a shift toward understanding the conditions in which anger can have interpersonal utility at work. Given the complicated role and inevitability of anger in work teams, it is important to understand when team members can reap the interpersonal uti…
Feeling differently, creating together
Differently valenced affective states stimulate different information search and processing styles. Dual‐tuning theory suggests that in combination, the styles tuned by positive affect (broad information search and flexible thinking) and by negative affect (persistent detailed search and critical thinking) facilitate creativity better than a single affect alone. Through this lens, we argue that the simultaneous presence of team members experienci…
Unleashing angst
Emotion researchers have found that negative mood may either enhance or inhibit employee creativity. Little is known about this conundrum, however, and in particular when and why each effect occurs. To address this concern, we formulate and test hypotheses about likely moderators of the relationship between negative mood and creative process engagement. Results from an experience sampling study with 556 real-time reports from 68 employees support…
Using experience sampling methodology in organizational behavior
Experience sampling methodology and daily diary (ESM/DD) research elicits repeated reports of immediate or very recent experiences from the same sample of people for several days or weeks. Experience sampling and diary methods were almost unheard of in organizational research 15 years ago, but the past decade has seen a rapid rise in their use. These methods are helpful in studying dynamic within‐person processes involving affect, behavior, inter…
Using experience sampling methodology in organizational behavior
Experience sampling methodology and daily diary (ESM/DD) research elicits repeated reports of immediate or very recent experiences from the same sample of people for several days or weeks. Experience sampling and diary methods were almost unheard of in organizational research 15 years ago, but the past decade has seen a rapid rise in their use. These methods are helpful in studying dynamic within‐person processes involving affect, behavior, inter…
Unleashing angst
Emotion researchers have found that negative mood may either enhance or inhibit employee creativity. Little is known about this conundrum, however, and in particular when and why each effect occurs. To address this concern, we formulate and test hypotheses about likely moderators of the relationship between negative mood and creative process engagement. Results from an experience sampling study with 556 real-time reports from 68 employees support…
Feeling differently, creating together
Differently valenced affective states stimulate different information search and processing styles. Dual‐tuning theory suggests that in combination, the styles tuned by positive affect (broad information search and flexible thinking) and by negative affect (persistent detailed search and critical thinking) facilitate creativity better than a single affect alone. Through this lens, we argue that the simultaneous presence of team members experienci…
Using experience sampling methodology in organizational behavior
Experience sampling methodology and daily diary (ESM/DD) research elicits repeated reports of immediate or very recent experiences from the same sample of people for several days or weeks. Experience sampling and diary methods were almost unheard of in organizational research 15 years ago, but the past decade has seen a rapid rise in their use. These methods are helpful in studying dynamic within‐person processes involving affect, behavior, inter…
Unleashing angst
Emotion researchers have found that negative mood may either enhance or inhibit employee creativity. Little is known about this conundrum, however, and in particular when and why each effect occurs. To address this concern, we formulate and test hypotheses about likely moderators of the relationship between negative mood and creative process engagement. Results from an experience sampling study with 556 real-time reports from 68 employees support…
Anger displays and integrative behavior among work dyads in teams
Anger has often been portrayed as a destructive social emotion in the literature. However, research conducted with a social functional approach has also revealed the functionality of anger and called for a shift toward understanding the conditions in which anger can have interpersonal utility at work. Given the complicated role and inevitability of anger in work teams, it is important to understand when team members can reap the interpersonal uti…
Feeling differently, creating together
Differently valenced affective states stimulate different information search and processing styles. Dual‐tuning theory suggests that in combination, the styles tuned by positive affect (broad information search and flexible thinking) and by negative affect (persistent detailed search and critical thinking) facilitate creativity better than a single affect alone. Through this lens, we argue that the simultaneous presence of team members experienci…
How are career adaptable and customer oriented employees treated? Examining career-situated factors that reduce customer mistreatment
A neurocognitive framework of attention and creativity
Coming up with creative ideas is not easy. In this conceptual article, we integrate organizational behavior, cognitive psychology, and neuroscience literatures to propose that different forms of attention may be a key to maximizing creative usefulness and novelty. Specifically, we develop a neurocognitive framework of attentional control to propose differential pathways from creative goal‐directed attention (a narrow and selective focus) to delib…
Where Is the Take in Give and Take? A Review of Empathy Effects on Workplace Outcomes for Both Givers and Receivers
There is increasing interest in understanding and recognition of the importance of empathy effects at work. However, despite the two‐party nature of empathy, little research has distinguished between empathy‐giving versus empathy‐receiving, or between empathy‐giver versus receiver. This conflation arguably creates an incomplete or even misleading understanding of empathy effects on workplace outcomes and limits the development of theories that ca…
Psychology (6 works) · Social Psychology (6 works) · Social Psychology (5 works) · Job Satisfaction and Organizational Behavior (4 works) · Creativity (3 works) · Creativity in Education and Neuroscience (3 works) · Interpersonal communication (3 works) · Mind wandering and attention (3 works) · Affect (linguistics (2 works) · Applied Psychology (2 works)