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Emotion and Strategic Management: A Literature Review
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Author: Ethel Brundin, Jonkoping International Business School
Author: Feng Liu, Saint Mary's U., Canada
Author: Thomas Cyron, Jonkoping International Business School
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The past few decades have witnessed increasing interest in human activities in the strategic management field, indicating a shift of attention toward behavioral and relational dynamics between strategic actors in strategic management. This trend has engendered a burgeoning body of research that follows the interpretivist approach where emotions have found their way into the strategic management literature. The current paper systematically reviews existing literature on emotions and strategic management to answer the following question: What role do emotions play in strategic management? Lacking a restricted time frame, the investigation included a total sample of 476 journal articles from 78 publication outlets and 110 book chapters narrowed down to 53 articles and 10 book chapters after a rigorous selection process with a satisfactory interrater reliability percentage. We present a structured overview of existing emotion constructs and related definitions that have been used in the strategic management literature. Further, we synthesize existing literature and offer a framework to understand the role of emotions in strategic management through the perspectives of intra-individual emotion processes, sensemaking, trust, power, and identity. We suggest a set of future research possibilities related to emotion constructs, strategic activities, actors, and arenas, and methods in use. In addition, we extend our framework of the five perspectives by suggesting future research directions to enrich our understanding about the role of emotions in strategic management.
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Paper is No Longer Available Online: Please contact the author(s).
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Shaping Top Managers' Moods: Board Emotion Regulation in the Strategy-Formulation Process
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Author: Timo Olavi Vuori, Aalto U.
Author: Quy Nguyen Huy, INSEAD
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SAP Best Paper Award
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We studied a company that formulated a radically new strategy as it faced extreme performance pressures. We found that the company’s top managers’ strategy formulation was aided by the board of director’s affective actions. The board regulated top managers’ emotions, which helped the top managers to envision more strategic options and evaluate them more comprehensively. Our research enriches a dominantly cold cognitive view of strategy formulation by showing how various kinds of emotion regulation practices could benefit the strategy formulation process at different stages.
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Paper is No Longer Available Online: Please contact the author(s).
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Middle Management Strategizing Fatigue – When Middle Management Inclusion Goes South
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Author: Carola Wolf, Aston U.
Author: Claus Jacobs, U. of Bern
Author: Steven W. Floyd, U. of Massachusetts, Amherst
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While previous research has highlighted the many benefits of middle management inclusion in strategizing, this paper analyses the flipside of middle management inclusion and how engagement of middle managers can turn sour. Drawing on extensive data collected in a large, mature multinational engineering company, Mobility Solutions Inc., our study traces the unfolding relational dynamics between top and middle managers causing middle managers to withdraw and disengage from their strategizing tasks. We explore this process in the context of a strategic initiative where initial enthusiasm to engage decreases over time and leads to what we conceptualize as “strategizing fatigue”. We introduce the concept of strategizing fatigue as the subjective feeling of exhaustion in middle managers when their strategizing efforts over time are not sufficiently recognized by top management and discuss antecedents and consequences of such fatigue.
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Paper is No Longer Available Online: Please contact the author(s).
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Institutional Work Through Empathic Engagement
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Author: Mai S. Linneberg, Aarhus BSS, Aarhus U.
Author: Mihaela Trenca, Aarhus BSS, Aarhus U.
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There is a growing body of literature bringing various insights into the way actors engage with the institutions they inhabit and stir their evolution with every interaction they have. The current paper takes stock of this knowledge and aims at nuancing the micro-level actions that build up momentum and are able to profoundly impact an institutional field. Hence, the paper aims at adding to the understanding of actors’ emotional investment when interacting and engaging in institutional work contributing to the less developed emotional dimension of institutional work. To address this concern, we take our point of departure in institutional work viewed as relational agency and conceptualise empathic engagement as a way to affectively relate to actors in order to induce cooperation. Empathic engagement shows how actors’ self-reflection as individuals inhabiting specific institutional worlds and their personal openness towards and interaction with others can nurture communities of practice that co-create specific institutional fields. The qualitative empirical analysis concerns the way an institutional entrepreneur skilfully construct himself as an actor who diffuses the values of corporate sustainability through institutional work, which allows us to reflect upon the processes through which one nurtures one’s ability to induce others into cooperation. In doing this we reflect upon the particular quality of the way of knowing generated through such engagement, namely the ability to induce consensus by creating frames of reference and identities others can be enchanted by and thus, subscribe to, as opposed to using coercive mechanisms.
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Paper is No Longer Available Online: Please contact the author(s).
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