The authors would like to thank the two reviewers and Doris Eikhof for their helpful suggestions to improve earlier drafts of this paper. Rosalía Cascón-Pereira would like to acknowledge the financial support received by the grant BE 00001 from the Catalan Government Agency AGAUR to do a postdoctoral research stay of three months at the University of Stirling. She also wants to acknowledge the warm welcome of Stirling Management School as well as the permission provided from the Department of Management at University Rovira I Virgili to develop this joint research. Without this personal and financial support the work was not possible.
Getting that Certain Feeling: The Role of Emotions in the Meaning, Construction and Enactment of Doctor Managers' Identities
Version of Record online: 19 MAY 2011
© 2011 The Author(s). British Journal of Management © 2011 British Academy of Management
British Journal of Management
Volume 23, Issue 1, pages 130–144, March 2012
How to Cite
Cascón-Pereira, R. and Hallier, J. (2012), Getting that Certain Feeling: The Role of Emotions in the Meaning, Construction and Enactment of Doctor Managers' Identities. British Journal of Management, 23: 130–144. doi: 10.1111/j.1467-8551.2011.00748.x
- Issue online: 13 FEB 2012
- Version of Record online: 19 MAY 2011
Although identity research in organizations has increased in recent years, none of the current perspectives has examined the role of emotion for understanding how individuals construct and enact professional identity. In this paper we examine how emotions affect the development, conduct and meanings of professional identity among a sample of 20 doctor managers from two Spanish hospitals. While not excluding other approaches, we found that a social identity approach was especially useful. The contribution of this paper is threefold. First, our results provide new insights about how, in a work setting, emotions prioritize awareness of identity issues that need attention. Second, we discuss the role of emotions for understanding complex role identities by reference to the enactment of different sides of doctor managers' identities. Third, we show how our analysis of the findings may be used to embellish the social identity approach.