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Bringing emotion to strategic issue diagnosis: contributions from emotion psychology and social psychology

Published on Feb 1, 2009
Patricia Garcia-Prieto4
Estimated H-index: 4
(ULB: Université libre de Bruxelles),
Véronique Tran1
Estimated H-index: 1
(ULB: Université libre de Bruxelles),
Susan C. Schneider15
Estimated H-index: 15
Abstract
Managers analyze their environment in order to diagnose strategic issues, events which may have an important impact on the organizational performance. But to date little has been said about the role of emotion in the process of strategic issue diagnosis (SID). Our paper focuses on how emotions and social identities can influence SID, which has been primarily discussed from a purely cognitive perspective. First, we build on cognitive appraisal theory of emotion to better predict individual emotional and behavioral responses to strategic issues. Second, we integrate concepts from intergroup emotion theory to predict when these emotional and behavioral responses will be based on group membership. In this way, we can better understand how not only how individuals may personally respond but also how group memberships (or social identities) may influence the process of strategic issue diagnosis. After reviewing both theories of emotion we discuss how both cognitive appraisals and the cognitive dimensions identified by existing SID frameworks can predict specific “discrete emotion” responses to the issue (e.g. joy, anger) in turn predicting specific “behavioral responses” to the issue (e.g. support, reject). We then illustrate when individual-level SID processes become group membership-level and conclude by outlining implications for theory and research.
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Published on Jan 1, 2008
Claire E. Ashton-James14
Estimated H-index: 14
,
Neal M. Ashkanasy46
Estimated H-index: 46
Although there has been increasing interest in the role of affect in work settings, the impact of moods and emotions in strategic decision making remains largely unexplored. In this essay, we address this shortcoming by proposing a conceptual model of strategic decision making that incorporates, at its core, the impact of affective states on cognitive processes that are integral to the decision outcome. The model is based on the principles of Affective Events Theory, which holds that environment...
Published on Jan 1, 2008in Strategic Management Journal 5.57
Scott D. Julian11
Estimated H-index: 11
(Saginaw Valley State University),
Joseph Ofori-Dankwa11
Estimated H-index: 11
(Saginaw Valley State University)
There exist two prominent accounts of how managers make sense of and take action in relation to strategic issues. The threat–opportunity (TO) and feasibility–urgency (FU) approaches primarily emphasize automatic/affective and active/deliberative strategic issue diagnosis processes, respectively. Current research, however, does not effectively integrate or fully explore the relationship between these two frameworks. We employ theory-building literature to develop a framework that highlights four ...
Published on Jan 1, 2007in Journal of Personality and Social Psychology 5.92
Eliot R. Smith52
Estimated H-index: 52
(IU: Indiana University Bloomington),
Charles R. Seger10
Estimated H-index: 10
(IU: Indiana University Bloomington),
Diane M. Mackie43
Estimated H-index: 43
(UCSB: University of California, Santa Barbara)
Recent advances in understanding prejudice and intergroup behavior have made clear that emotions help explain people’s reactions to social groups and their members. Intergroup emotions theory (D. M. Mackie, T. Devos, & E. R. Smith, 2000; E. R. Smith, 1993) holds that intergroup emotions are experienced by individuals when they identify with a social group, making the group part of the psychological self. What differentiates such group-level emotions from emotions that occur purely at the individ...
Published on Jan 1, 2006in ULB Institutional Repository
Patricia Garcia-Prieto4
Estimated H-index: 4
,
Klaus Scherer1
Estimated H-index: 1
+ 1 AuthorsDora Capozza4
Estimated H-index: 4
Published on Jan 1, 2005
Quy Nguyen Huy16
Estimated H-index: 16
This paper challenges the dominantly pessimistic view of emotion held by many strategy scholars and elaborates on the various ways in which emotion can help organizations achieve renewal and growth. I discuss how appropriate emotion management can increase the ability of organizations to realize continuous or radical change to exploit the shifting conditions of their environments. This ability is rooted in developing emotion-based dynamic capabilities that facilitate organizational innovation an...
Published on Jan 1, 2004
Brian Parkinson26
Estimated H-index: 26
,
Agneta H. Fischer39
Estimated H-index: 39
,
Antony Stephen Reid Manstead70
Estimated H-index: 70
Published on Mar 1, 2003in Trends in Cognitive Sciences 16.17
George A. Miller62
Estimated H-index: 62
(Princeton University)
Cognitive science is a child of the 1950s, the product of a time when psychology, anthropology and linguistics were redefining themselves and computer science and neuroscience as disciplines were coming into existence. Psychology could not participate in the cognitive revolution until it had freed itself from behaviorism, thus restoring cognition to scientific respectability. By then, it was becoming clear in several disciplines that the solution to some of their problems depended crucially on s...
Published on Nov 1, 2002in Organization Science 3.26
Peter O. Foreman9
Estimated H-index: 9
,
David A. Whetten24
Estimated H-index: 24
(BYU: Brigham Young University)
In the field of organizational identity, theory development has far outpaced theory testing. Specifically, several researchers have proposed identity-based models of organizational identification but few have operationalized and tested them. Furthermore, virtually no research has explored how members identify with multiple-identity organizations. This study addresses these gaps and makes three specific contributions to identity theory. First, we operationalize and test a model in which a member'...
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