Abstract
In this article, we build on socially situated cognition to advance a new theoretical model of emotion regulation in organizations. Focusing specifically on the process of reappraisal, we examine how emotion regulation in the organizations relies on the interaction of a distinctive set of neural substrates and salient situational cues from the work environment (i.e. task, social, physical, cultural cues). We identify various ways in which employees harness situational resources to augment their neural and cognitive capabilities for emotion regulation. More generally, our theoretical analysis demonstrates the utility of socially situated cognition as a framework for connecting brain and mind to social and situational forces, as interacting components of adaptive behavior in organizations. We discuss the implications of our arguments for research on emotion regulation in organizations and for the emerging field of organizational neuroscience.
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