Journal
ACADEMY OF MANAGEMENT JOURNAL
Volume 65, Issue 1, Pages 331-361Publisher
ACAD MANAGEMENT
DOI: 10.5465/amj.2019.0865
Keywords
-
Categories
Ask authors/readers for more resources
This study uses the case of Nokia to demonstrate how socially distributed emotion regulation operates during strategy making, and how it impacts the outcomes of the process.
Strategy making can be emotional for decision makers, especially when facing a major threat or a disruptive change. Yet, we know little about whether and how strategic decision makers' emotions are regulated and how such regulation influences strategy making. Based on a longitudinal study of Nokia from2007 to 2013, we develop a process model of socially distributed emotion regulation. This model shows how various organizational groups help regulate top managers' emotions. Top managers contain their initial emotional reactions to strategic options thanks to activities performed by groups with power over top managers. This enables top managers to form data-informed reappraisals of strategic options, contributing to gradual changes in their emotions. The reappraisal process is aided by diverse groups performing distinct roles. Top managers' revised emotions, in turn, enable themto formnew, iterative data-informed reappraisals and ultimately enable radical strategic change. Our study contributes to research on emotions and strategy making by showing how socially distributed emotion regulation operates during strategymaking and influences its outcomes. We contribute to the cognitive perspective on strategy by showing how cognition and emotion interact over time during strategy making.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available