Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers

By Quy Nguyen Huy. 2002

1,098 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8d444153df2304ac202c34a3e14552ba5375aee9

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Citations in the corpus

Street-level policy entrepreneurship (2015, background): “Like street-level officials, they are often described as ‘consumers of decisions made by top-level managers’ (Westley 1990, 388) ‘de-energized and emotionally stricken in the face of the overwhelming power … [of] executives’ (Huy 2002, 32).”
Understanding compassion capability (2011, background): “…beyond cognition-based capabilities (Nelson and Winter, 1982; Zollo and Winter, 2002) to build on emerging interest in collective capabilities that rest on responsiveness to the emotional states of organizational members (Akgün et al., 2009; Huy, 1999; 2002) that may provide a signal of suffering.”
A framework for understanding leadership and individual requisite complexity (2011, background): “To effectively implement change, Huy (2002) found that leaders need to be sensitive to these negative emotions and help employees manage negative emotional responses as well as being able to frame change as being positive.”
The Role of Goal Orientation on Negative Emotions and Goal Setting When Initial Performance Falls Short of One's Performance Goal (2005, background): “John W. Slocum, Jr., and Don VandeWalle Department of Management and Organizations Cox School of Business Southern Methodist University (Frank) Qingbo Fu Department of Marketing”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “The range of studies of sensemaking and emotion is wide (e.g., Gioia & Thomas, 1996; Huy, 2002; Kiefer, 2005; Luscher & Lewis, 2008; Maitlis, 2005; Maitlis & Sonenshein, 2010; Sanchez-Burks & Huy, 2009; Vince & Broussine, 1996).”
Identity, deep structure and the development of leadership skill (2005, background): “Radical change elicits emotional reactions from others (Huy, 2002), which must be adequately managed for change to be accepted.”
Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “…on organizational paradoxes has addressed a variety of themes including the tensions of continuity and change in the face of radical change (Huy, 2002), contradictions of collaboration and control in corporate governance (Sundaramurthy & Lewis, 2003), and tensions of committing to multiple…”
Sensemaking and emotion in organizations (2013, methodology): “This is critical because different individuals are likely to have different emotional reactions, and change recipient emotions may provide cues about whether a change resonates and is likely to be accepted (Huy, 2002; SanchezBurks & Huy, 2009).”
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders (2017, background): “As such, a leader’s displays of emotional complexity are likely to be deemed correct and appropriate for the situation (Huy, 2002) and in tune with the organization and the complex environment, thus indicating cognitive flexibility.”
Paradox as a Metatheoretical Perspective (2014, neutral): “Illustrative studies span phenomena and levels of analysis, including work–life balance (Rothbard, 2001), identity (Huy, 2002; O’Mahony & Bechky, 2006), innovation (Andriopoulos & Lewis, 2009; W. K. Smith & Tushman, 2005), strategic leadership (Jarzabkowski & Sillince, 2007), corporate governance…”
Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism (2006, background): “These results also highlight middle manager’s ability to affect employees’ emotional experiences during change (Huy, 2002).”