Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers
基于对一家大公司激进变革尝试的三年实地研究，揭示了中层管理者通过情感承诺和关注接受者情绪两种模式实现情感平衡，从而促进工作组的适应性变革。
Based on a three-year inductive field study of an attempt at radical change in a large firm, I show how middle managers displayed two seemingly opposing emotion-management patterns that facilitated beneficial adaptation for their work groups: (1) emotionally committing to personally championed change projects and (2) attending to recipients' emotions. Low emotional commitment to change led to organizational inertia, whereas high commitment to change with little attending to recipients' emotions led to chaos. The enactment of both patterns constituted emotional balancing and facilitated organizational adaptation: change, continuity in providing quality in customer service, and developing new knowledge and skills.