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Exploring the affective underpinnings of dynamic managerial capabilities: How managers' emotion regulation behaviors mobilize resources for their firms

Published on Jan 1, 2019in Strategic Management Journal5.57
· DOI :10.1002/smj.2971
Quy Nguyen Huy16
Estimated H-index: 16
(Ad: INSEAD),
Christoph Zott15
Estimated H-index: 15
(University of Navarra)
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Abstract
Research Summary Our inductive field study identifies specific emotion regulation (ER) actions as affective underpinnings of dynamic managerial capabilities. ER refers to the management and modification of one's own and other people's emotions for a specific purpose. Our study shows how differences in managers' attention to ER influence the extent to which they can mobilize resources to pursue market opportunities. We show how their ER of the self helps them mobilize human capital resources by creating psychic benefits, whereas their ER of others helps mobilize social capital by facilitating legitimacy judgments. Our emerging theory explains how the capacity for ER constitutes an important foundation of dynamic managerial capabilities and how it is linked with other key conceptual underpinnings of the construct, namely managerial human and social capital. Managerial Summary Strategic change processes can be full of ups and downs and have been likened to an emotional roller coaster. In this context, senior managers do not only to have to cope with their own emotions to deal with challenging situations; they also have to pay attention to the emotions of other stakeholders such as employees and investors to maintain or gain these stakeholders' support. Our field study identifies and explains the systematic behaviors that senior managers can use in strategic change contexts to regulate their own emotions as well as those of other stakeholders in order to productively address and overcome difficult business conditions.
  • References (51)
  • Citations (1)
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References51
Newest
Published on Apr 1, 2017in Academy of Management Review10.63
Neal M. Ashkanasy46
Estimated H-index: 46
(UQ: University of Queensland),
Ronald H. Humphrey22
Estimated H-index: 22
(Lancaster University),
Quy Nguyen Huy16
Estimated H-index: 16
(Ad: INSEAD)
Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today’s scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: h...
Published on Sep 1, 2016in Journal of Business Venturing6.33
Pekka Stenholm9
Estimated H-index: 9
(UTU: University of Turku),
Maija Renko18
Estimated H-index: 18
(UIC: University of Illinois at Chicago)
The impression of entrepreneurship as an intentionally orchestrated activity has been challenged by more creative approaches. In this study we investigate the previously unexplored relationships between entrepreneurial passion, bricolage, and entrepreneurial survival. In a sample of 2489 Finnish entrepreneurs who started new businesses between 2005–2010, we find higher levels of bricolage among those, whose businesses were still surviving in the end of 2011. Further, our analyses reveal that ent...
Published on Sep 1, 2016in Journal of Management Studies5.84
Veroniek Collewaert11
Estimated H-index: 11
(Katholieke Universiteit Leuven),
Frederik Anseel21
Estimated H-index: 21
(ESSEC Business School)
+ 2 AuthorsJacob Vermeire2
Estimated H-index: 2
(Katholieke Universiteit Leuven)
This study examines how and why entrepreneurial passion for founding changes over time. In particular, we propose that in the founding phase of a venture's lifecycle entrepreneurs’ founding identity centrality will remain stable over time. We also propose, however, that in our sample and time period studied, entrepreneurs’ intense positive feelings for founding will decrease over time. On the basis of theories of positive illusion, self-regulation and role theory, we further hypothesize that ven...
Published on Jul 1, 2015in Journal of Management9.06
Constance E. Helfat33
Estimated H-index: 33
(Dartmouth College),
Jeffrey A. Martin11
Estimated H-index: 11
(UA: University of Alabama)
The dynamic managerial capabilities literature has developed over the past decade to the point where a review and synthesis of relevant literature can move the scholarly conversation forward. The concept of dynamic managerial capabilities—the capabilities with which managers create, extend, and modify the ways in which firms make a living—helps to explain the relationship between the quality of managerial decisions, strategic change, and organizational performance. We clarify theoretical constru...
Published on Jun 1, 2015in Strategic Management Journal5.57
Constance E. Helfat33
Estimated H-index: 33
(Dartmouth College),
Margaret A. Peteraf21
Estimated H-index: 21
(Dartmouth College)
type="main" xml:id="smj2247-abs-0001"> The microfoundations of dynamic capabilities have assumed greater importance in the search for factors that facilitate strategic change. Here, we focus on microfoundations at the level of the individual manager. We introduce the concept of “managerial cognitive capability,” which highlights the fact that capabilities involve the capacity to perform not only physical but also mental activities. We identify specific types of cognitive capabilities that are li...
Published on Jan 2, 2015in Psychological Inquiry10.27
Lisa Feldman Barrett L F131
Estimated H-index: 131
(Stanford University)
One of the fastest growing areas within psychology is the field of emotion regulation. However, enthusiasm for this topic continues to outstrip conceptual clarity, and there remains considerable uncertainty as to what is even meant by “emotion regulation.” The goal of this review is to examine the current status and future prospects of this rapidly growing field. In the first section, I define emotion and emotion regulation and distinguish both from related constructs. In the second section, I u...
Published on Jan 1, 2015in Journal of Business Venturing6.33
Jennifer E. Jennings12
Estimated H-index: 12
(U of A: University of Alberta),
Timothy James Edwards13
Estimated H-index: 13
(Cardiff University)
+ 1 AuthorsRick Delbridge32
Estimated H-index: 32
(Cardiff University)
This qualitative study of innovators in the superyacht industry blends longitudinal content analysis with narrative case vignettes to extend nascent theorizing about the antecedents and consequences associated with the arousal of entrepreneurial emotion. The empirically grounded framework induced through our research offers two key theoretical elaborations. First, it extends the existing set of theorized antecedents by highlighting the overlooked roles played by dramatic performances (staged or ...
Published on Dec 1, 2014in Academy of Management Journal7.19
Quy Nguyen Huy16
Estimated H-index: 16
(Ad: INSEAD),
Kevin G. Corley30
Estimated H-index: 30
(ASU: Arizona State University),
Matthew S. Kraatz15
Estimated H-index: 15
(UIUC: University of Illinois at Urbana–Champaign)
Based on a three-year inductive study of one organization's implementation of radical organizational change, we examine the critical role played by middle managers' judgments of the legitimacy of their top managers as change agents. Our analysis revealed middle managers' shifting judgments of the change agents' legitimacy that arose with their emotional reactions and produced rising resistance to the change effort. Our inductive model illustrates the dynamic, relational, and iterative relationsh...
Published on Jun 1, 2014in Leadership Quarterly5.63
Seth A. Kaplan18
Estimated H-index: 18
(GMU: George Mason University),
Jose M. Cortina28
Estimated H-index: 28
(GMU: George Mason University)
+ 2 AuthorsVias Nicolaides3
Estimated H-index: 3
(GMU: George Mason University)
Abstract The actions of organizational leaders are important determinants of the emergence, management, and consequences of employee emotional experience. However, the nature and dimensionality of leader emotion management and the behaviors that constitute such management are largely unknown. The authors present a comprehensive, theoretically-derived model of leader emotion management which clarifies the nature of emotion management and its role in leadership. This model also delineates the know...
Published on May 27, 2014in Academy of Management Journal7.19
Michael Marcus Gielnik12
Estimated H-index: 12
,
Matthias Spitzmuller10
Estimated H-index: 10
(NUS: National University of Singapore)
+ 2 AuthorsMichael Frese69
Estimated H-index: 69
(NUS: National University of Singapore)
Most theoretical frameworks in entrepreneurship emphasize that entrepreneurial passion drives entrepreneurial effort. We hypothesize that the reverse effect is also true, and investigate changes in passion as an outcome of effort. Based on theories of self-regulation and self-perception, we hypothesize that making new venture progress and free choice are two factors that help to explain why and under which conditions entrepreneurial effort affects entrepreneurial passion. We undertook two studie...
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Published on Jun 1, 2019in Journal of Business Venturing6.33
Robin De Cock (University of Antwerp), Lien Denoo (Tilburg University), Bart Clarysse30
Estimated H-index: 30
(ETH Zurich)
Abstract The entrepreneurial journey is often experienced as an emotional rollercoaster, but we know very little about how entrepreneurs can ride it most effectively to increase their ventures' chances of survival. We investigate how entrepreneurs' habitual use of cognitive reappraisal and expressive suppression – two well-established types of emotion regulation – impact on the likelihood of their venture surviving. Drawing on a sample of 183 technology ventures, we find that both regulation typ...
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