Emotional filtering in strategic change
Author: Huy, Quy Nguyen INSEAD Area: Strategy Series: Working Paper ; 2007/21/ST Publisher: Fontainebleau : INSEAD, 2007.Language: EnglishDescription: 47 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: Based on the findings from a three-year field study of a large firm undergoing strategic change, I build theory by describing how recipient employees emotionally responded to executives' actions. Emotional filtering is defined as change recipients' emotionally charged interpretations of agents' actions that materially influence recipients' cognitive and behavioral responses to the proposed change. I show how emotional filtering differentially affects the outcomes of strategic change projects.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Digital Library | Available | BC007869 |
Based on the findings from a three-year field study of a large firm undergoing strategic change, I build theory by describing how recipient employees emotionally responded to executives' actions. Emotional filtering is defined as change recipients' emotionally charged interpretations of agents' actions that materially influence recipients' cognitive and behavioral responses to the proposed change. I show how emotional filtering differentially affects the outcomes of strategic change projects.
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