Emotional Filtering in Strategic Change

47 Pages Posted: 24 Nov 2007

Date Written: January 17, 2005


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.

Suggested Citation

Huy, Quy Nguyen, Emotional Filtering in Strategic Change (January 17, 2005). INSEAD Business School Research Paper No. 2007/21/ST, Available at SSRN: https://ssrn.com/abstract=1032153

Quy Nguyen Huy (Contact Author)

INSEAD ( email )

Boulevard de Constance
77305 Fontainebleau Cedex

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