{"title":"情感状态与企业绩效:动态管理能力的中介作用","authors":"Yevgen Bogodistov, Susanne Schmidt","doi":"10.1108/bjm-09-2023-0352","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>Extant research supports the importance of dynamic managerial capabilities in capturing managers’ individual roles in organisations’ adjustments to change. This paper develops a multidimensional scale for measuring dynamic managerial capabilities consisting of sensing, seizing and reconfiguration capacities that mediate between managers’ affective states and their firms’ performance.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>The scale is validated in a survey-based study among 204 managers in companies in the United States of America (USA). We applied a multiple regression model (a triple mediation) using each of DMCs’ three dimensions to test the effects of managers’ affective states on their firms’ performance.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The multidimensional construct of DMCs adds about 15 % of variance explained to a firm’s performance, as perceived by its managers. So managers’ affective states do have an impact on DMCs and, later, on their firms’ performance.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>We show the impact of negative and positive affect on DMCs. We also show that DMCs’ three dimensions should be treated in a formative manner that advances discussion on DMCs and their role in a firm’s performance.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>Understanding managers’ affective states helps incorporate “hot cognition” into firms’ strategising processes. Although both positive and negative emotions can be helpful, depending on the situation, positive affect is generally more valuable than negative affect as it relates to a firm’s performance.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>Our work proposes measuring DMCs based on Teece’s (2007) disaggregation of DMCs into sensing, seizing and reconfiguration capacities. We approach each of these dimensions separately and show that managers’ affective states influence each dimension differently.</p><!--/ Abstract__block -->","PeriodicalId":46829,"journal":{"name":"Baltic Journal of Management","volume":"7 1","pages":""},"PeriodicalIF":2.4000,"publicationDate":"2024-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Affective states and a firm’s performance: the mediating role of dynamic managerial capabilities\",\"authors\":\"Yevgen Bogodistov, Susanne Schmidt\",\"doi\":\"10.1108/bjm-09-2023-0352\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>Extant research supports the importance of dynamic managerial capabilities in capturing managers’ individual roles in organisations’ adjustments to change. This paper develops a multidimensional scale for measuring dynamic managerial capabilities consisting of sensing, seizing and reconfiguration capacities that mediate between managers’ affective states and their firms’ performance.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>The scale is validated in a survey-based study among 204 managers in companies in the United States of America (USA). We applied a multiple regression model (a triple mediation) using each of DMCs’ three dimensions to test the effects of managers’ affective states on their firms’ performance.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The multidimensional construct of DMCs adds about 15 % of variance explained to a firm’s performance, as perceived by its managers. 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Affective states and a firm’s performance: the mediating role of dynamic managerial capabilities
Purpose
Extant research supports the importance of dynamic managerial capabilities in capturing managers’ individual roles in organisations’ adjustments to change. This paper develops a multidimensional scale for measuring dynamic managerial capabilities consisting of sensing, seizing and reconfiguration capacities that mediate between managers’ affective states and their firms’ performance.
Design/methodology/approach
The scale is validated in a survey-based study among 204 managers in companies in the United States of America (USA). We applied a multiple regression model (a triple mediation) using each of DMCs’ three dimensions to test the effects of managers’ affective states on their firms’ performance.
Findings
The multidimensional construct of DMCs adds about 15 % of variance explained to a firm’s performance, as perceived by its managers. So managers’ affective states do have an impact on DMCs and, later, on their firms’ performance.
Research limitations/implications
We show the impact of negative and positive affect on DMCs. We also show that DMCs’ three dimensions should be treated in a formative manner that advances discussion on DMCs and their role in a firm’s performance.
Practical implications
Understanding managers’ affective states helps incorporate “hot cognition” into firms’ strategising processes. Although both positive and negative emotions can be helpful, depending on the situation, positive affect is generally more valuable than negative affect as it relates to a firm’s performance.
Originality/value
Our work proposes measuring DMCs based on Teece’s (2007) disaggregation of DMCs into sensing, seizing and reconfiguration capacities. We approach each of these dimensions separately and show that managers’ affective states influence each dimension differently.
期刊介绍:
The Baltic region has experienced rapid political and economic change over recent years. The challenges to managers and management researchers operating within the area are often different to those experienced in other parts of the world. The Baltic Journal of Management contributes to an understanding of different management cultures and provides readers with a fresh look at emerging management practices and research in the countries of the Baltic region and beyond.