Session 165

Strategic Change: The Role of Cognition and Affect/Emotions

Track H

Date: Tuesday, October 6, 2015

Track B

Time: 17:30 – 18:45

Paper

Room: Governor's Square 12


Session Chair:

  • Cara Maurer, Western University

Title: Are We Worried Enough To Change?: ‘Feeling-making’ and ‘Feeling-giving’ in Strategic Change Initiation

Authors

  • Saoure Kouame, HEC-Montreal

Abstract: Using longitudinal real-time qualitative research, this study investigates how executives use feelings in strategic change initiation. Practices which parallel logical processes known as sensemaking and sensegiving are identified, and are labeled feeling-making and feeling-giving. They refer to the emotional component involved in initiating and carrying out strategic change. Our preliminary findings indicate that these factors are identifiable parts of the microprocesses that shape the outcome of strategic change efforts in terms of acceptance or rejection.

Title: Beyond the Change Curve: The Anatomy of Engaging Change Projects

Authors

  • Tobias Fredberg, Chalmers University of Technology
  • Magnus Finnström, TruePoint

Abstract: Research on responses to change is dominated by questions of change recipients’ resistance and readiness. A common description is the “change curve”, suggesting that employees go through phases from shock to acceptance. Based on two five-year long studies of engaging change processes, we propose an alternative view. Our findings suggest that initial reactions of general criticism, transforms to skepticism, concern and demand for action. The paper adds to the literature by providing empirical results of the anatomy of engaging change projects, and threads of an alternative understanding of reactions to change. For practice, it suggests that common management approaches may be well served by engaging employees long-term in change and not simply assuming that people’s reactions will follow the change curve.

Title: Micro-Foundations of Strategic Renewal

Authors

  • Mary Crossan, Ivey Business School
  • Cara Maurer, Western University
  • Anne Miner, University of Wisconsin-Madison

Abstract: Strategic renewal as a unique type of organizational change holds the promise of restored strength and vigor if decayed elements are replaced (Agarwal & Helfat, 2009). Especially firms operating in highly competitive and volatile environments are at risk of decline if their strategic actions become rigid and disconnected from external demands. Strategic renewal research has focused on macro level elements that demand a better understanding or their micro-foundations. The theoretical model we propose integrates the building blocks of affect, behavior and cognition (ABC) and multilevel processes as micro foundations of strategic renewal. In particular, we highlight the role of positive and negative affect at the individual level of analysis as the genesis of strategic renewal. We draw on and contribute to research in Organizational Learning, Dynamic Capabilities, and Exploration/ Exploitation.

Title: Strategic Change and its Influence on the Lifecycle of Business Models: Insights from Service Firms

Authors

  • Birgit Daxboeck, University of Erfurt
  • Sven M. Laudien, University of Erfurt

Abstract: A customer driven change of the understanding of and the need for service recently forces service firms to revise their strategy, to redefine their basic business logic, and to innovate their business model. Our paper aims at understanding the interplay between strategic change, and the design of service firm business models. We focus on theory building and approach this topic against the background of a qualitative, narrative research design. Our study provides in-depth, processual insights into how eight service firms experience and handle business model change triggered by the need to implement a new strategy. Our findings contribute to strategy process literature and business model literature and highlight that the business model development of service firms follows a characteristic lifecycle that we expose in detail.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 22: On Boxes, Arrows and Multiple Case Studies
Sun: 09:45 – 11:00
Session 23: Simple Rules and Other Seminal Contributions
Sun: 11:15 – 12:30
Session 24: Tribute to Kathleen Eisenhardt
Sun: 16:15 – 17:30
Session 113: Serial Acquisitions: Strategies and Processes
Session 154: Processes of Capability Development, Rejuvenation and Erosion and their Interplay with Strategy
Sun: 17:45 – 00:00
Session 316: Strategy Process Business Meeting
Mon: 08:00 – 09:15
Session 162: Strategy Formation Processes
Mon: 11:15 – 12:30
Session 210: M&A/JV Implementation
Mon: 13:45 – 15:00
Session 169: The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 211: Cognition, Discourse and Innovation Dynamics within and across Organizations
Tue: 14:15 – 15:30
Session 275: External Interface Processes and their Consequences
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions

All Sessions in Track B...

Mon: 11:15 – 12:30
Session 133: Strategic renewal & business model innovation
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions


Strategic Management Society

Denver