Session 155

Language, Emotion and Learning in Strategy Processes

Track H

Date: Monday, October 12, 2009


Time: 12:45 – 14:00


Room: Meeting Room 2

Session Chair:
Christopher Simmons, US Military

Title: An Emotion Based Account of Strategy Implementation Success


  • Rune Lines, Norwegian School of Economics & Business Administration
  • Josune Saenz, University of Deusto
  • Nekane Aramburu Goya, University of Deusto
  • Olga Rivera, University of Deusto

Abstract: In this paper, we report from an empirical study of how emotional reactions that are experienced during implementation of strategy influence organizational citizenship behaviour (OCB), organizational commitment (OC), and successful implementation of change. Our theoretical arguments for linking emotions to OCB and OC are grounded in the Affect Infusion Model (AIM) developed by Forgas (1995, 2002). This model suggests that under high levels of uncertainty and ambiguity, emotions are used as information and bias human information processing in an emotion-consistent direction. In order to gather information about the relevant variables of the research, a questionnaire has been applied in 230 Norwegian companies and structural equation modeling based on partial least squares has then been used in order to test the research hypotheses.

Title: Crisis Management & Organizational Learning: How Organizations Learn from Natural Disasters


  • Christopher Simmons, US Military

Abstract: Managing a large scale crisis often presents a substantial challenge for an organization that may even threaten its survival. However, we argue that organizations can embrace such challenges to learn from crises. Through examining how organizations learn from the process of crisis management, we offer new implications for organization theory and management practice. We do so through conducting a longitudinal case analysis of how organizations learned from a series of similar national disasters. We examine how organizations learn from the management of crises and develop a three-stage approach to organizational learning in crisis management. We conclude with a discussion of the implications of our analysis for theory and practice.

Title: Further Exploring the Causes of Short-termism: What Can Be Learned from Emerging Countries?


  • Valerie Claude-Gaudillat, Audencia Nantes School of Management
  • Minh Tran Duc, IBM Vietnam

Abstract: Recent economic events at a global level have reminded us that managers do not always make optimal or even rational economic decisions and hence may compromise value creation. Short-termism has often been cited as a cause leading to such sub-optimal economic decisions. Despite the importance of this topic, the related literature is still under development. Drawing on previous work, this paper aims at further developing the literature on the causes of short-termism and managerial myopia, more specifically in the context of emerging countries. Primary and secondary data collected on a short-termism incident reveals that this incident originated from poor corporate governance, myopic pressure of specific economic events, and misuse of managerial practices. Our findings also add new insights to managers’ myopic behaviors.

Title: The Languages of Strategy: Trapped in Your Jargon or Lost in Translation?


  • Mary Yoko Brannen, INSEAD
  • Yves Doz, INSEAD

Abstract: The quality of the language a firm uses in creating strategy conditions its strategic agility. We have observed firms be overly dependent on a context-specific language and find it difficult to move beyond the territory they know well and often the business domains they created. Conversely we also observed firms over confident in the conceptual richness of their language make bold strategic moves ignoring, at their own risk, the potential lack of fit between their strategic concept and the contexts they venture into. In order to be strategically agile firms need to use a language that combines contextual specificity and conceptual richness. We point to how firms can overcome conceptual abstraction and contextual dependency to exploit language as an enabler of strategic agility.

All Sessions in Track H...

Sun: 13:00 – 14:30
Session 259: The State of Strategic Process Research: Critical Observations and Suggestions for the Future
Sun: 15:00 – 16:30
Session 263: Interactive Strategy Process Work-in-Progress Workshop
Sun: 16:30 – 17:30
Session 312: Strategy Process, IG Meeting
Mon: 12:45 – 14:00
Session 155: Language, Emotion and Learning in Strategy Processes
Mon: 15:45 – 17:00
Session 149: Resource Allocation and Portfolio Management
Mon: 17:15 – 18:30
Session 153: Decision Making in Strategy Processes
Tue: 10:00 – 11:15
Session 156: Realizing Strategies Through Effective Processes
Tue: 11:30 – 12:45
Session 150: Dynamic Capabilities in Strategy Processes
Tue: 14:30 – 15:45
Session 152: Innovation and Learning in Strategy Processes
Wed: 10:00 – 11:15
Session 154: Key Actors in Strategy Processes
Wed: 11:30 – 12:45
Session 151: Cognitive Approaches to Strategy Processes

Strategic Management Society

Washington DC