Emotional strategizing in service innovation

Abstract

Purpose

The purpose of this paper is to shed light on an aspect of service innovation processes that has remained fairly hidden so far, namely, the role of emotions.

Design/methodology/approach

The authors use the strategizing approach from strategy research, which focusses on detailed processes, practices, and discourse, to understand the influence of emotions on service innovation processes. The empirical data stem from a longitudinal ethnographic study of a service innovation process.

Findings

In the investigated case, the dominant emotion of anxiety is revealed. The authors focus on this emotion in order to explore how it affects the innovation process itself and the outcome. The authors identify five emotion-driven practices that form elements of what the authors label emotional strategizing.

Practical implications

Emotion seems to give energy and direction to the service innovation process. This is both positive and challenging for top-level managers.

Originality/value

The authors reveal a hidden aspect of service innovation processes – the effect of emotions. Furthermore, the authors show that emotions are important because they give energy and direction to the innovation work, and emerge in practices. Emotional strategizing, as a new term, gives visibility to this important issue.

Citation

von Koskull, C., Strandvik, T. and Tronvoll, B. (2016), "Emotional strategizing in service innovation", Management Decision, Vol. 54 No. 2, pp. 270-287. https://doi.org/10.1108/MD-06-2014-0339