How middle managers' group-focus emotions and social identities influence strategy implementation

Volume: 32, Issue: 13, Pages: 1387 - 1410
Published: Dec 1, 2011
Abstract
The literature on top-down strategy implementation has overlooked social-emotional factors. The results of a three-year field study of a large technology firm show how top executives who favor an affect neutral task approach can inadvertently activate middle managers' organization-related social identities, such as length of time working for the company (newcomers versus veterans) and language spoken by senior executives (English versus French),...
Paper Details
Title
How middle managers' group-focus emotions and social identities influence strategy implementation
Published Date
Dec 1, 2011
Volume
32
Issue
13
Pages
1387 - 1410
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