Emotional balancing of organizational continuity and radical change: The contribution of middle managers

• 成果类型: Article
• 署名作者: Huy, QN
• 署名单位: INSEAD Business School
• 刊物名称: ADMINISTRATIVE SCIENCE QUARTERLY
• ISSN/ISSBN: 0001-8392
• DOI: 10.2307/3094890
• 发表日期: 2002
• 页码: 31-69
• 关键词: model; work; experiences; stress; field; time

摘要

Based on a three-year inductive field study of an attempt at radical change in a large firm, I show how middle managers displayed two seemingly opposing emotion-management patterns that facilitated beneficial adaptation for their work groups: (1) emotionally committing to personally championed change projects and (2) attending to recipients' emotions. Low emotional commitment to change led to organizational inertia, whereas high commitment to change with little attending to recipients' emotions led to chaos. The enactment of both patterns constituted emotional balancing and facilitated organizational adaptation: change, continuity in providing quality in customer service, and developing new knowledge and skills.