In collective affect research, an assumption is often made that through processes such as emotional contagion and attraction-selection-attrition members will converge unto a shared group affective tone. While this assumption is not without warrant, a limitation of previous work on interpersonal emotional processes of individuals, individuals within dyadic relationships, or members within teams is the lack of examination into the varying perceptions individuals may form regarding these affective experiences. To examine the development and influence of these affective perceptions, we extend recent works from work group conflict literature to examine the influence of perception asymmetry when applied to affective interactions. Wherein, we describe a novel construct of Perception Asymmetry of Affect (PAA). PAA refers to the congruence (e.g.; low level of PAA) or incongruence (e.g.; high level) of perceptions of positive and negative affective experiences between two or more individuals. This paper explores the following questions: 1) does perception asymmetry of affect exist; 2) if so, what causes perception asymmetry between individuals and their groups, within dyads, and within groups. This article contributes to literature on collective affect by offering a detailed framework for an understudied phenomenon of diverging or asymmetric perceptions.

過去研究雖然發現團隊情感氛圍 (group affective tone)能有效預測團隊成員的助人行為、團隊創造力、團隊缺席率與離職等重要變數，但在概念上或是理論上仍有許多未釐清之處。因此，本研究擬針對下列的文獻缺口加以探討：(1) 探討影響正/負向團隊情感氛圍形成的前因變數，釐清有哪些變數會影響團隊情感氛圍的形成；(2) 探討不同時間點正/負向團隊情感氛圍的動態改變及情感事件的干擾效果；(3) 探討正/負向團隊情感氛圍與團隊績效的因果關係；由於單一研究不易同時兼顧上述三個研究目的，因此本研究將以三個研究分別針對上述目的加以探討。 在研究一，本研究以101個學生團隊做為樣本 (523位成員)，路徑分析的結果發現，團隊成員的年齡、教育背景多元化，會透過負向影響群體認同、進而強化負向團隊情感氛圍。此外，知覺團隊間競爭、成員的迎合、自我表現印象管理策略，則會透過正向影響群體認同、進而強化正向團隊情感氛圍。在研究二，本研究則以44個大學部、碩士班學生組成的團隊做為樣本 (和研究一的樣本獨立，成員為215人)，階層線性模式分析的結果指出，正、負向團隊情感氛圍在跨時間點確實會產生動態改變，且前期的正/負向團隊情感氛圍均能顯著影響後期的正/負向團隊情感氛圍。且前後期間發生的負向情感事件，亦會減弱前、後期正向團隊情感氛圍之間的正向關係。最後，在研究三，本研究以81個高科技產業研發團隊做為樣本 (包括259位團隊成員及81位主管)，交叉延遲貫時性分析 (cross-lagged panel analysis, CLPA)的結果指出，前期的正向團隊情感氛圍對後期團隊績效有顯著正向影響，而前期團隊績效對於後期正向團隊情感氛圍，也有顯著的正向影響。整體而言，本研究之假設大多符合理論預期，而研究結果對團隊情感氛圍、團隊多元化、以及印象管理研究的理論意涵與實務貢獻，亦在文中一併加以討論。 / Extending previous research on group affective tone (GAT), three studies were conducted to examine the antecedents, dynamics, and consequences of GAT. In study 1, 101 student teams (523 members) were chosen as the sample. The results of path-analysis showed that team age and educational background diversity decrease group identification, which in turn increases negative group affective tone (NGAT). In addition, perceived intergroup competition, members’ self-promotion and ingratiation impression management tactics increase group identification, which in turn increases positive group affective tone (PGAT). In study 2, 44 student teams (215 members) were selected as the sample, and the experience-sampling method was used to capture the dynamics of GAT (i.e., 6-time repeated measure). The results of hierarchical linear modeling analysis revealed that the T-1 PGAT positively predict T0 PGAT over time; while T-1 NGAT positively predict T0 NGAT over time. Moreover, the negative affective event occurred during T-1 and T0 attenuates the positive relationship between T-1 PGAT and T0 PGAT. In study 3, 81 research and develop teams (259 members and 81 supervisors) were chosen as the sample, and the cross-lagged panel analysis (CLPA) was used to examine the causal association between GAT and team performance. The results of CLPA showed that T1 PGAT has a positive effect on T2 team performance. Additionally, T1 team performance has a positive effect on T2 PGAT. These result suggest that the presence of a reciprocal relationship between PGAT and team performance. All three studies support the proposed theoretical framework.

對服務業而言，服務人員的情感傳遞 (employee affective delivery, EAD)影響顧客觀感甚鉅，因此，如何提升員工情感傳遞，為學術界與企業界皆關切的議題。然而，過去研究雖認為知覺展示規則應能提昇員工情感傳遞，但其結果並不一致；此外，如何降低來自顧客的負面事件對員工情感傳遞的影響，在過去研究亦未深入探討。再者，過去探討員工情感傳遞的研究大多著重在個人層次，但服務人員實務上常以團隊的方式進行運作 (如：分店)，因此，本研究試圖以多層次研究的角度加以切入，探討團隊情感氛圍 (group affective tone)在其中扮演的角色。最後，本研究亦探究，團隊情感氛圍是否會干擾知覺展示規則與顧客負面事件與員工情感傳遞的關係、以及此干擾效果是否透過情緒勞動 (emotional labor)的中介而產生。 本研究樣本收集自美髮業58個設計師團隊，共計254個團隊成員 (含58位店長)。本研究以階層線性模式(hierarchical linear modeling)進行統計分析，結果發現，正、負向情感氛圍皆會干擾知覺展示規則與顧客負面事件對員工情感傳遞的關係，且上述干擾效果皆會透過深層演出的策略進而影響員工情感傳遞。另外，正向團隊情感氛圍亦能提升員工情感傳遞。 / Employee affective delivery (EAD) plays a vital role in enhancing customer satisfaction and retention. Although “how to increase EAD” has been a critical issue for both academic and practical fields, several research gaps remained in the EAD and emotional labor literature: (1) Although researchers have suggested that perceived display rules could enhance EAD, past empirical findings did not emerge a consistent pattern on this relationship; (2) Furthermore, past studies have rarely examined how to reduce the negative impacts of customer negative events on EAD; (3) Past studies in the EAD and emotional labor fields have mainly conducted at the individual level; whether the team context influences service workers’ EAD has been neglected. In order to fill these research gaps, this study intended to examine the role of group affective tone (GAT) on EAD using a multilevel perspective. In addition, this study also explored whether GAT moderated the relationships between perceived display rules/negative events and EAD, and whether these moderating effects were mediated by emotional labor. The sample is composed of 58 hair stylist teams and 254 team members (including 58 store managers). The hierarchical linear modeling analyses were conducted to test the hypotheses. The results showed that both positive group affective tone (PGAT) and negative group affective tone (NGAT) moderated the relationships between perceived display rules/negative events and EAD. Moreover, the above moderating effects were mediated by service employees’ deep acting. Finally, PGAT was positively related to EAD.