Handbook of Middle Management Strategy Process Research
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Handbook of Middle Management Strategy Process Research

Edited by Steven W. Floyd and Bill Wooldridge

The premise of this volume is that the complex social processes that animate strategic decisions involve not only top-level executives, but also middle managers distributed throughout the organization. Designed for doctoral students and others interested in middle managers and strategy process, the Handbook integrates the threads of scholarly work in this domain and charts a course for future research. Chapters are written both by scholars who have ‘paved the way’ for the middle management perspective and scholars who have done recent, cutting edge research from this point of view.
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Chapter 6: Middle managers’ emotion management in the strategy process

Quy Nguyen Huy and Yidi Guo


This chapter conceives of strategy process as a sequence of events characterized by social interactions and change that evoke emotions which importantly impact outcomes. The chapter reviews existing theory and research, combining insights from previous studies to develop a prescriptive framework that positions emotion management as the central explanatory factor in the strategy process. The framework suggests alternative emotion management roles that effective managers perform during three phases of the strategy process: definition, impetus, and context determination. Recognizing that emotion management may be viewed as manipulative and selfish, the authors suggest “practical wisdom” as a well-suited ethical principle. They conclude with a discussion of research opportunities suggested by their model.

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