Emotional Filtering in Strategic Change
Quy Nguyen Huy
January 17, 2005
INSEAD Business School Research Paper No. 2007/21/ST
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.
Number of Pages in PDF File: 47Accepted Paper Series
Date posted: November 24, 2007
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