Resource title

How middle managers' group-focus emotions and organizational social identities influence the top-down implementation of a new strategy

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The literature on top-down strategy implementation has tended to adopt an affect-neutral, cognitive, or task focus and has overlooked social-emotional factors. The results of a three-year field study of a large Canadian technology firm show how top executives who favour 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), generating group-focus emotions. These emotions prompt middle managers – even those elevated to powerful positions by top executives – to support or covertly dismiss a particular strategic initiative, even when their immediate personal interests are not directly under threat. This study contributes to the strategy implementation literature by proposing a model that links senior executives’ actions and middle managers’ social identities, group-focus emotions, and resulting behaviors to strategy implementation outcomes.

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en

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application/pdf

Resource resource URL

http://flora.insead.edu/fichiersti_wp/inseadwp2010/2010-100.pdf

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Copyright INSEAD. All rights reserved