• Postdoctoral Scholar, Stanford GSB (2005-2007)
• Postdoctoral Scholar, University of California Santa Barbara (2004-2005)
• PhD in Psychology, the University of Geneva, 2004
• BA and Master (Honors) in Psychology, University of Queensland, Australia

Courses at Solvay Brussels School of Economics and Management

• Papers in refereed journals

2008		Stewart, M. & Garcia-Prieto, P. (2008). A relational demography model of workgroup identification: Testing the effects of race, racial dissimilarity, racial identification and communication behavior. Journal of Organizational Behavior.
		This study tested a relational demography model of workgroup identification. We theorized that early in workgroup formation, (a) racial identification would moderate the influence of racial dissimilarity on member communication behavior (frequency and length of verbal participation) during a group task, (b) member communication behaviors would mediate the effect of racial dissimilarity on workgroup identification, and that (c) these effects would be affected non-symmetrically by racial group membership (White, Black). This model was tested among a sample of 211 undergraduates (113 White and 98 Black), working in 43 temporary workgroups. Whites’ racial identification moderated the relationship between racial dissimilarity and member communication behaviors, which in turn partially mediated the effect of racial dissimilarity on workgroup identification, generally consistent with our model. Among Black workgroup members support for our model was limited. KEYWORDS: Workgroup identification, racial dissimilarity, racial identification, race, communication behavior
2003		Garcia-Prieto, P., Bellard, E. & Schneider, S. (2003). Experiencing diversity, conflict and emotions in teams. Applied Psychology: An International Review. Special issue on workforce diversity in the international context, 52(3), 413-440.
		Diversity in teams has been previously defined in terms of the nominal categories into which team members “fall”. The core argument of this paper is that diversity is a subjective experience of social categories to which members “feel” they belong. These categories, or social identities, may become more or less salient in different contexts and at different times. We propose a model of diversity in teams that explains under what conditions these social identities become salient and how these social identities may influence appraisals of issues and events. These appraisals, in turn, can influence conflict and emotion. This dynamic view of diversity provides us with a better understanding of the “black box”—the cognitive and affective processes that may help to explain behavior and subsequently team performance.

• Papers in books

2008		Garcia-Prieto, P. L’émotion intergroupe [integroup emotion]. (2008). In, D. Sander & K.R. Scherer (Eds.), Traité de la Psychologie des Emotions. [Handbook of Emotion Psychology]. Dunod.
2007		Garcia-Prieto, P., Mackie, D., Tran, V., & Smith, E. (2007). Intergroup emotions in work groups: Some antecedents and performance consequences of belonging. In M.A. Neale, E. Mannix, & C. Anderson (Eds.), Affect and Groups (series Research on Managing Groups and Teams). Amsterdam: Elsevier.
		In this chapter we apply Intergroup Emotion Theory (IET; Mackie, Devos & Smith, 2000) to reflect on the conditions under which individuals may experience intergroup emotions in workgroups, and to explore some possible consequences of those emotions. First, we briefly outline IET and describe the psychological mechanisms underlying intergroup emotion with a particular emphasis on the role of social identification. Second, we describe some of the antecedents of shared and varied social identifications in workgroups which may in turn elicit shared or varied intergroup emotions in workgroups. Finally, we consider potential consequences for both relationship and task outcomes such as organizational citizenship behavior, workgroup cohesion, relationship and task conflict, issue interpretation and information sharing.
2006		Garcia-Prieto, P., & Scherer, K. (2006). Connecting social identity theory to cognitive appraisal theory of emotions. In R. Brown, D. Capozza (Eds.), Social identities: Motivational, emotional, cultural influences. Hove, UK, Psychology Press, 2006.
2005		Garcia-Prieto, P., Tran. V, & Wranik, T. (2005) Les théories de l’évaluation et de la différenciation des émotions : une clé pour comprendre le vécu émotionnel des individus au travail [Appraisal theories of emotion: a key to understand emotion in the workplace] In: O. Herrback et K. Mignonac (Eds.) Les Émotions au Travail, Recherches en Comportement Organisationnel. [Emotion in the workplace: Research in organizational behavior]. De Boeck: Paris.
		Les émotions au travail C’est un vendredi après-midi, vous venez d’avoir une semaine chargée, vous avez travaillé presque tous les soirs jusqu’à 20h00. Vous vous réjouissez de pouvoir vous relaxer enfin et de passer du temps avec votre famille et vos amis. À 17h30, votre collègue entre dans votre bureau et vous demande ce que vous allez faire pendant le week-end, et vous lui racontez vos plans. Il vous annonce alors très fièrement qu’il travaillera ce week-end : « Tu sais, en ce moment, la direction est en train de décider qui va recevoir une promotion et je voudrais faire bonne impression ». Comment vous sentez-vous à ce moment-là ? Nos vies sont remplies de situations similaires à celle-ci, mais elles peuvent aboutir à différents types d’émotions ou à pas d’émotions du tout. Ce que vous ressentirez ne dépendra pas de la situation, mais plutôt de l’évaluation que vous allez faire de cette situation. Par exemple, si obtenir une promotion est à ce moment de l’incident un objectif important pour vous, vous vous sentirez alors tiraillé(e) entre votre besoin de passer un week-end agréable et votre besoin de rester au travail de sorte que votre collègue ne fasse pas meilleure impression que vous. Le conflit pourrait vous faire sentir frustré(e) ou anxieux(se). Vous pourriez aussi vous sentir coupable parce que vous avez promis à vos enfants de les amener au cinéma. Ou vous pourriez utiliser votre expérience passée concernant votre collègue et vous rappeler que malgré toutes les heures qu’il passe au bureau, il n’est en fait ni très efficace, ni très productif. De plus, vous pourriez vous sentir confiant(e) de la qualité de votre travail qui devrait parler pour vous et passer un week-end au bureau ne devrait pas impressionner la direction. Dans ce cas, vous vous sentirez soulagé(e) et vous réjouirez à l’avance de votre week-end et vous vous sentirez même désolé(e) pour votre collègue. Ces exemples démontrent simplement que, pour une même situation, plusieurs scénarios émotionnels sont possibles. Dans ce chapitre, notre objectif est de contribuer à une meilleure compréhension du vécu émotionnel au sein des organisations, sous un angle encore peu exploité : celui des théories de l’évaluation cognitive (cognitive appraisal) et de la différenciation des émotions (Frijda, 1986 ; Roseman, 1984, 1991 ; Scherer, 2001 ; Smith & Ellsworth, 1985). Tant les chercheurs que les managers ont besoin de mieux comprendre comment les individus évaluent différentes situations de travail et comment leur personnalité, leur motivation, leurs expériences passées, l’entité à laquelle ils appartiennent, ainsi que les normes et la culture de l’entreprise, peuvent influencer ces évaluations et les émotions et les comportements qui s’en suivent. Par conséquent, nous nous attacherons à expliquer l’approche théorique de l’évaluation cognitive et de la différenciation des émotions, tout en indiquant comment les résultats empiriques émanant de la recherche en psychologie de l’émotion peuvent être transférés à un contexte organisationnel. Nous donnerons des exemples d’occurrences émotionnelles ainsi que leurs conséquences comportementales dans un contexte organisationnel. Nous passerons en revue un des rares modèles dans le domaine du comportement organisationnel à s’être basé sur la théorie de l’évaluation cognitive, à savoir la théorie des événements affectifs (Affective Events Theory) de Weiss et Cropanzano (1996), ainsi que les résultats empiriques soutenant ce modèle très prometteur. Notre contribution à ce courant de recherche pourra être vue comme une intégration des derniers développements dans le domaine de la recherche sur les émotions qui peut être appliquée au domaine du comportement organisationnel, et ce à trois niveaux d’analyse : au niveau des individus, des groupes et de l’ensemble de l’entreprise. Au niveau individuel, nous illustrerons comment la personnalité, la motivation et d’autres différences interindividuelles peuvent influencer les évaluations, et peut-être même tenter d’expliquer pourquoi certaines personnes ressentent de l’anxiété ou de la colère, ou pourquoi certaines situations engendrent systématiquement les mêmes émotions chez la plupart des personnes. Au niveau du groupe, nous examinerons comment l’interaction entre notre sentiment d’appartenance à un groupe ou, en d’autres termes, notre identité sociale et les évaluations que nous faisons des événements peuvent nous permettre de rendre compte des réactions émotionnelles en tant que membre d’un groupe et envers des groupes. Au niveau de l’organisation, nous présenterons aussi les implications de la théorie de l’évaluation cognitive et de la différenciation des émotions sur la formation collective de l’émotion. Nous développerons en particulier le concept de climat émotionnel.

• Working papers

2009		Sergini Idrissi A. and P. Garcia-Prieto, Gendering models of leading academic performance (LAP): The role of social identity, prototypicality and social identity performance in female academic careers.
2009		Garcia-Prieto P., V. Tran and S. Schneider, Bringing Emotion To Strategic Issue Diagnosis: Contributions From Emotion Psychology And Social Psychology
		Managers analyze their environment in order to diagnose strategic issues, events which may have an important impact on the organizational performance. But to date little has been said about the role of emotion in the process of strategic issue diagnosis (SID). Our paper focuses on how emotions and social identities can influence SID, which has been primarily discussed from a purely cognitive perspective. First, we build on cognitive appraisal theory of emotion to better predict individual emotional and behavioral responses to strategic issues. Second, we integrate concepts from intergroup emotion theory to predict when these emotional and behavioral responses will be based on group membership. In this way, we can better understand how not only how individuals may personally respond but also how group memberships (or social identities) may influence the process of strategic issue diagnosis. After reviewing both theories of emotion we discuss how both cognitive appraisals and the cognitive dimensions identified by existing SID frameworks can predict specific “discrete emotion” responses to the issue (e.g., joy, anger) in turn predicting specific “behavioral responses” to the issue (e.g., support, reject). We then illustrate when individual-level SID processes become group membership-level and conclude by outlining implications for theory and research.
2009		Garcia-Prieto P., V. Tran, M. Stewart and D. Mackie, Linking Social Identities To Intergroup Behavior In Diverse Teams: The Role Of Intergroup Emotion
		We apply Intergroup Emotion Theory – a theory that considers emotion as a group-based phenomenon - to argue that the way diverse team members cognitively appraise a situation (concerning relationships or the task at hand) and react emotionally about it, and the extent to which they intend to act on it or not, will be a function of their identification with a salient categorization. The proposed extension by applying IET offers the advantage of being able to predict more specifically when and why individual members in a diverse team may come to experience emotions on behalf of a shared salient social categorization (e.g., the team) potentially leading to shared emotions in the team, and when they will experience emotion on behalf of varied salient social categorizations (e.g., profession, gender, tenure), potentially leading to variation of emotions in the team. Essentially we argue that IET allows the integration of intergroup emotion as a key moderator in models of diverse teams that connect categorization and identification processes to team functioning. In this paper we elaborate propositions about the nature and role of intergroup emotion in diverse team functioning before discussing potential consequences of intergroup emotions for team information sharing.
2009		Schneider S., P. Garcia-Prieto and V. Tran, “Some like it hot!”: The role of emotion and identity in interpreting and responding to diversity as a strategic issue.
		Although the business case for diversity has been well established, efforts to recognize diversity as a strategic issue and to implement diversity initiatives have often been thwarted. We consider diversity to be a strategic issue as it can have an important impact on organizational performance (Ansoff, 1980). However, the response to diversity as a strategic issue is subject to interpretation on the part of both decision-makers and those concerned with the implementation of those decisions. We argue that diversity is a “hot issue” because of its potential to evoke strong emotions. The cognitive antecedents which determine these emotions are, in fact, similar to those that lead to interpretation of strategic issues as threats or opportunities. This may help to explain how emotions are linked to strategic issue interpretation, to the decisions taken, and the likely responses to those decisions. We propose that individuals’ salient identities can influence how diversity as a strategic issue and diversity initiatives are interpreted in ways that elicit specific emotions and different categories of emotion. These emotions in turn will lead to behaviors, such as resistance or support for this issue and the proposed initiatives. Implications for leadership are discussed.
2009		Peeters C., P. Garcia-Prieto and S. Point, Building The Business Case For Diversity In Offshoring
		Offshoring inevitably leads to increased cultural diversity in work relations. Most companies perceive this increased diversity as a risk, a problem that needs to be minimized or remedied for offshoring to succeed. Building on the business case for diversity management literature we propose an alternative positive view of cultural diversity in the context of offshore relationships. We suggest that the increased cultural diversity that offshoring brings can actually be an opportunity companies should recognize and leverage in order to foster business performance. We specifically argue that under certain conditions related to the organizational context, type of project, teams, and tasks offshored, offshore projects driven by innovation might actually hold a unique competitive advantage through the utilization of their team cultural diversity.
2008		Schneider, S.C., Garcia-Prieto, P., Tran, V. (2008). The role of emotion and identity in interpreting and responding to diversity as a strategic issue: “Some like it hot!”. Paper presented at the INSEAD Wharton Research on Leadership Conference 19-21 June 2008, Fontainebleau.
		Although the business case for diversity has been well established, efforts to recognize diversity as a strategic issue and to implement diversity initiatives have often been thwarted. We consider diversity to be a strategic issue as it can have an important impact on organizational performance (Ansoff, 1980). However, diversity as a strategic issue is subject to cognitive interpretation on the part of both decision-makers and those concerned with the implementation of the decisions. We argue that diversity is a “hot issue” because of its potential to evoke strong emotions. The cognitive antecedents which determine these emotions are similar to those that lead to interpretation of strategic issues. This may help to explain how emotions are linked to strategic issue interpretation, to the decisions taken, and the likely responses to those decisions. We propose that individuals’ salient identities will shape these cognitive antecedents that elicit specific emotions (e.g., anger, guilt) and different classes of emotion (e.g., achievement, approach, resignation, and antagonistic emotions). These emotions in turn will lead to behaviors, such as resistance or support in recognizing diversity as a strategic issue and implementing diversity initiatives. Implications for leadership are discussed.
		Garcia-Prieto P., D. Mackie and E. R. Smith, Intergroup Emotion And Diversity
		Two studies were designed to investigate the relations among ethnic group membership, ethnic group identification, group based-appraisals, and group-based emotions in determining behavioral tendencies of support and opposition toward diversity initiatives. The two studies confronted participants with the hire of an ethnic minority under a diversity-based procedure. The first study assessed reactions of whites to the hire of an ethnic minority under a diversity-based or a merit-based policy. The second study compared reactions of white and ethnic minorities to the hire of an ethnic minority under a diversity-based policy. The results of the first study showed that white participants appraised a diversity-based hiring decision as significantly more harmful to the ingroup and unjust which in turn engendered greater feelings of anger toward and shame about the diversity policy rather than the merit based policy, and more stated intentional opposition to the policy. Study 2 revealed that whites’ appraisal of the diversity-based policy as unjust and as harmful to the ingroup lead to stronger intentions to oppose because whites felt angry about it. Minorities’ appraisals of the diversity-based policy as harmful to the ingroup lead to stronger intentional opposition because they felt ashamed about it, and appraisals of the policy as unjust also lead to intention to oppose because they felt low pride about it. In both studies we provide evidence that ethnic group identification acted as a moderator of the predictive effect of emotions on behavioral intentions toward the diversity-based hire. Results are discussed within an intergroup emotion theory framework.

• PhD dissertation

2004		Garcia-Prieto, P. (2004). The influence of social identity on appraisal and emotion. Doctoral dissertation. University of Geneva, Faculty of Psychology and Education Sciences, Switzerland. http://www.unige.ch/cyberdocuments/theses2004/Garcia-PrietoP/meta.html

• Other papers

2004		Bellard, E., Garcia-Prieto, P. & Schneider, S. (2004). La diversité, une question émotionnelle. [Diversity, an emotional question]. Persorama- La Revue de la Société Suisse de Gestion des Ressources Humaines, Dossier « Diversité et émotion », 2, 37-39.
2002		Bellard, E., Schneider S., & Garcia-Prieto, P. (2002). L'internationalisation dépend de la culture. [Internationalization depends on culture]. Le guide 2002 des Petites et Moyennes Entreprises, l'AGEFI, supplément au n°113 du 17 juin 2002, 79-84.
2000		Bellard, E., Garcia Prieto, P. & Schneider S. (2000). Working in multicultural teams. Peace Avenue: Internal Journal of the International Comity of the Red Cross, 60, 11-12.