REGULATING TOP MANAGERS' EMOTIONS DURING STRATEGY MAKING: NOKIA'S SOCIALLY DISTRIBUTED APPROACH ENABLING RADICAL CHANGE FROM MOBILE PHONES TO NETWORKS IN 2007-2013

• 成果类型: Article
• 署名作者: Vuori, Timo O.; Huy, Quy N.
• 署名单位: Aalto University; INSEAD Business School; INSEAD Business School
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2019.0865
• 发表日期: 2022
• 页码: 331-361
• 关键词: ATTENTION-BASED VIEW; DYNAMIC CAPABILITIES; PSYCHOLOGICAL SAFETY; cognition; uncertainty; performance; INVESTMENT; inertia; reflection; responses

摘要

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.