FROM SUPPORT TO MUTINY: SHIFTING LEGITIMACY JUDGMENTS AND EMOTIONAL REACTIONS IMPACTING THE IMPLEMENTATION OF RADICAL CHANGE

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Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “In several of the studies reviewed above, leaders’ influence on change is explained through leaders’ impact on change recipients’ change schemas, logics, or sensemaking (Bartunek, 1984; Bayle-Cordier et al., 2015; Huy, 2002; Huy et al., 2014).”
Distributed Attention and Shared Emotions in the Innovation Process (2016, methodology): “To code emotions more systematically, we used the appraisal theories of emotions (Lazarus, 1991; Ellsworth and Scherer, 2003; see also Huy, 2011; Huy, Corley, and Kraatz, 2014), which indicate that emotions result from specific appraisal processes and each basic emotion is associated with a…”
Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “In contrast to existing research portraying the ‘other’ group as a barrier (Dutton et al., 1997; Guth and MacMillan, 1986; Huy et al., 2014), we advocate more open-minded approaches to rolling out planned change that turn differences between TMs and MMs into fruitful opportunities.”