In this paper, we build theory concerning how top managers can capture and use the emotional expressions of peripheral actors—actors who are not typically involved in strategy—to help them formulate strategy, using a real-time case. We show how the existence of emotional tumult amongst peripheral actors can force top managers to reassess strategy and engage in ‘emotion processing.’ Through three inter-related processes—canvassing, harnessing, and integrating—top managers are able to solicit emotional expressions from peripheral actors and understand them in such a way that they provide top managers with information regarding the appropriateness of their strategic decisions and directions, as they formulate strategy inclusively. Top managers consider the ‘emotional volume’ of issues that are raised by peripheral actors, in terms of how frequently and emotionally they are expressed, allowing them to determine which issues demand attention and action. When peripheral actors express positive emotions, it signals approval of and support for strategy, whereas expressions of negative emotion can indicate the existence of problems and a need for top managers to adjust the contents of strategy. This study has important implications for the literature on strategy formulation and emotion, elucidating how emotional expressions of those outside the organizational upper echelons can be used as an informational resource during strategy formulation.

中文翻译：

---

情绪开放：高层管理者在包容性战略制定过程中如何使用外围参与者的情绪表达


在本文中，我们建立了关于高层管理者如何捕捉和使用外围参与者（通常不参与战略的行为者）的情绪表达的理论，以帮助他们使用实时案例制定战略。我们展示了外围参与者之间存在的情绪动荡如何迫使高层管理人员重新评估战略并进行“情绪处理”。通过三个相互关联的过程——拉票、驾驭和整合——高层管理人员能够从外围参与者那里获得情感表达并理解它们，从而在高层管理人员制定包容性战略时提供有关其战略决策和方向适当性的信息。高层管理者会考虑外围行为者提出的问题的“情绪量”，即他们表达的频率和情感，从而确定哪些问题需要关注和采取行动。当外围行为者表达积极情绪时，表示对战略的认可和支持，而消极情绪的表达则表明存在问题，高层管理者需要调整战略内容。本研究对战略制定和情感的文献具有重要意义，阐明了如何在战略制定过程中将组织高层以外的人的情感表达用作信息资源。