Research

Find here our latest research

Regulating Top Managers’ Emotions During Strategy Making: Nokia’s Socially Distributed Approach Enabling Radical Change from Mobile Phones to Networks in 2007-2013

New platform business models can feel threatening to your executive team and organization. In this article, we detail how Nokia’s board of directors helped the top management team overcome their fears and initiate a radical strategic change—divesting the phone business and focusing on networks instead.

TO Vuori, QN Huy

Academy of Management Journal

Machine Learning in Strategic Search: Alleviating and Aggravating Local Search

AI has many benefits for your organization. However, under some conditions, the use of AI can actually make you more biased. In this article, we describe when and how AI can cause strategic bias and how you can avoid it.

J Seppälä, TO Vuori

Academy of Management Proceedings 2021 (1), 14980

When Teams Agree While Disagreeing: Reflexion and Reflection in Shared Cognition

Creating a successful platform often requires active collaboration with key actors. The success of collaboration partly depends on a shared vision. This article shows how shared vision can exist at two levels: rational-analytical thinking and emotional-intuitive feelings. While it’s easy to align the rational visions, finding a shared emotional vision takes more time and often causes the problems.

Mark P. Healey, Timo Vuori and Gerard P. Hodgkinson

Academy of Management Review 40 (3), 399-422

Mental Models and Affective Influence in Inter-Organizational Collaboration for New Technology

This article compares the influencing practices among several competing players in the emerging electric car ecosystem in Finland. It shows how successful actors used various emotional influencing tactics, whereas failed actors attempted to gain influence only via rational argumentation.

T Vuori, QN Huy

Academy of Management Proceedings 2016 (1), 13897

Distributed attention and shared emotions in the innovation process: How Nokia lost the smartphone battle

Organizational structures—whether within a firm or in an ecosystem—influence what people pay attention to. Their attention, in turn, influences their emotions and these emotions drive their actions. This article details how attention structures create emotions and suggest how you can design an emotionally effective structure for your platform.

TO Vuori, QN Huy

Administrative Science Quarterly 61 (1), 9-51

Emotional practices: How masking negative emotions impacts the post‐acquisition integration process

Emotions can determine the success of inter-organizational collaboration, which is highly relevant for platform businesses. This article shows how attempts to brush emotions under the rug can lead to a disaster, and suggests how you could proactively manage emotions.

N Vuori, TO Vuori, QN Huy

Strategic Management Journal 39 (3), 859-893

How Nokia Embraced the Emotional Side of Strategy

• When you lead a transformation to become a platform company, you are bound to face fears and emotional resistance. This article summarizes in a practical way the key actions Nokia’s board took for managing top managers’ emotions when they were dealing with major external threats.

TO Vuori, QN Huy

Harvard Business Review (Digital article)

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