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Emotion as a Connection of Physical Artifacts and Organizations

Author

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  • Anat Rafaeli

    (Faculty of Industrial Engineering and Management, Technion—Israel Institute of Technology, Haifa 32000, Israel)

  • Iris Vilnai-Yavetz

    (Faculty of Industrial Engineering and Management, Technion—Israel Institute of Technology, Haifa 32000, Israel)

Abstract

This paper documents emotion as integral to stakeholders' sense making of a key organizational artifact, demonstrating that emotion toward artifacts blends into emotion toward the organization. Multiple stakeholders were interviewed about an artifact of a large public transportation organization. Sense making of the artifact is shown to involve emotion in interpretations that consider three dimensions of the artifact—instrumentality, aesthetics, and symbolism. Instrumentality relates to the tasks the artifact helps accomplish, aesthetics is the sensory reaction to the artifact, and symbolism regards associations the artifact elicits. The analysis demonstrates that sense making of these three dimensions includes unsolicited emotion both toward the artifact and toward the organization. Emotion that surfaces in sense making of organizational artifacts is, thus, suggested to be what links interpretation of artifacts and attitudes toward organizations. This paper lays foundations for a theory of organizational artifacts that can guide both thoughtful research and effective management of artifacts in organizations.

Suggested Citation

  • Anat Rafaeli & Iris Vilnai-Yavetz, 2004. "Emotion as a Connection of Physical Artifacts and Organizations," Organization Science, INFORMS, vol. 15(6), pages 671-686, December.
    • Handle: RePEc:inm:ororsc:v:15:y:2004:i:6:p:671-686
    DOI: 10.1287/orsc.1040.0083
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    References listed on IDEAS

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    1. Anat Rafaeli & Iris Vilnai-Yavetz, 2003. "Discerning Organizational Boundaries Through Physical Artifacts," Palgrave Macmillan Books, in: Neil Paulsen & Tor Hernes (ed.), Managing Boundaries in Organizations: Multiple Perspectives, chapter 10, pages 188-210, Palgrave Macmillan.
    2. Dennis A. Gioia & Kumar Chittipeddi, 1991. "Sensemaking and sensegiving in strategic change initiation," Strategic Management Journal, Wiley Blackwell, vol. 12(6), pages 433-448, September.
    3. Ornstein, Suzyn, 1986. "Organizational symbols: A study of their meanings and influences on perceived psychological climate," Organizational Behavior and Human Decision Processes, Elsevier, vol. 38(2), pages 207-229, October.
    4. James P. Walsh, 1995. "Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane," Organization Science, INFORMS, vol. 6(3), pages 280-321, June.
    5. Dennis A. Gioia & James B. Thomas & Shawn M. Clark & Kumar Chittipeddi, 1994. "Symbolism and Strategic Change in Academia: The Dynamics of Sensemaking and Influence," Organization Science, INFORMS, vol. 5(3), pages 363-383, August.
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