Quy N. Huy: Strategy Execution and Emotions

Living reference work entry

Abstract

Strategy execution is a challenging organizational process that intertwines structural, economic, and social processes. Quy Huy’s work has increased our understanding of the social dynamics in this context. In particular, his work has described how managers in various different roles perceive organizational events differently, feel different emotions, and take various kinds of actions to promote organizational change. Their emotional reactions, subsequent behaviors, and the feedback loops between various people’s emotions and actions ultimately influence organizational outcomes in ways that Quy’s research has explicated. He has thus increased our understanding of change processes and also provided practical advice on how executives can better lead the execution of their strategies.

Keywords

Strategy execution Emotion Collective emotion Qualitative research Social psychology of change 

References

  1. Guo, Y., Huy, Q. N., & Xiao, Z. (2016). How middle managers manage the political environment to achieve market goals: Insights from China’s state-owned enterprises. Strategic Management Journal, 38, 676–696.CrossRefGoogle Scholar
  2. Huy, Q. N. (1999). Emotional capability, emotional intelligence, and radical change. Academy of Management Review, 24(2), 325–345.Google Scholar
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  12. Vuori, T. O., & Huy, Q. N. (2016). Distributed attention and shared emotions in the innovation process how Nokia lost the smartphone battle. Administrative Science Quarterly, 61(1), 9–51.CrossRefGoogle Scholar
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  14. Vuori, T. O., & Huy, Q. N. (2016b). Mental models and affective influence during inter-organizational collaboration for new technology. In J. Humphreys (Ed.), Proceedings of the seventy-sixth annual meeting of the academy of management. Online ISSN: 2151–6561.Google Scholar

Further Reading

    Emotions and Strategy Execution

    1. Huy, Q. (2005). An emotion-based view of strategic renewal. Advances in Strategic Management, 22, 3–37.Google Scholar
    2. Huy, Q. N. (2011). How middle managers’ group-focus emotions and social identities influence strategy implementation. Strategic Management Journal, 32(13), 1387–1410.CrossRefGoogle Scholar
    3. Huy, Q. (2012). Emotions and strategic organization: Opportunities for impactful research. Strategic Organization, 10, 240–247.CrossRefGoogle Scholar
    4. Vuori, T. O., & Huy, Q. N (2016b). Mental models and affective influence during inter-organizational collaboration for new technology. In J. Humphreys (Ed.), Proceedings of the seventy-sixth annual meeting of the academy of management. Online ISSN: 2151–6561. Academy of management review, special issue on emotions and organizations.Google Scholar

Strategy Execution More Generally

  1. Huy, Q. N. (2001a). Time, temporal capability, and planned change. Academy of Management Review, 26, 601–623.CrossRefGoogle Scholar
  2. Huy, Q. N. (2001b). In praise of middle managers. Harvard Business Review, 79(8), 72–79. 160.Google Scholar
  3. Huy, Q. N., & Mintzberg, H. (2003). The rhythm of change. MIT Sloan Management Review, 44(4), 79.Google Scholar
  4. Zott, C., & Huy, Q. N. (2007). How entrepreneurs use symbolic management to acquire resources. Administrative Science Quarterly, 52(1), 70.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2016

Authors and Affiliations

  1. 1.Department of Industrial Engineering and Management, Department of Management StudiesAalto UniversityHelsinkiFinland

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