Top Executive Emotions and Strategic Change Initiation in Philanthropic Organizations
This study investigates how strategic changes are initiated in organizations. Using longitudinal real-time qualitative research, it explores how top executives and other actors’ emotions and feelings are managed in order to achieve desirable outcomes of strategic change. The process of strategy initiation in two major Canadian philanthropic organizations is followed in detail, with the aim of generating a robust theoretical explanation. It also aims to draw attention to implications for the practice of strategic management.