Phone: +65 6799 5340
Strategy Execution, Emotion and Strategy, Corporate Renewal, Building of New Organisations, Middle Managers and Strategy, Entrepreneurial Strategies, Time Dimensions of Organisational Change
Strategy Execution Stress Tests, Managing Strategic Change and Innovation
Dr. Quy Nguyen Huy is a professor of strategy at INSEAD since 1998. He is known as a pioneering world scholar in linking social-emotional factors to the performance of strategic change and organizational innovation. Dr. Huy’s research on strategic change, strategy execution, and organizational innovation has won ten international awards and was published in prestigious scholarly and practice journals such as Administrative Science Quarterly, the Academy of Management Journal, Academy of Management Review, Harvard Business Review, MIT Sloan Management Review, Organization Science, and Strategic Management Journal. Dr. Huy’s research on middle managers was published in and selected by Harvard Business Review as “Breakthrough Ideas for Today's Business Agenda."
Dr Huy’s pioneering research on how collective emotions and emotional capital enhance organizational innovation and strategy execution has been applied by numerous organizations worldwide, both in the private and nonprivate sectors. Dr. Huy has done executive development, teaching, consulting or coaching for a wide range of profit and non-profit organizations worldwide, including Aerospatiale Matra, Alcan, the Aga Khan Foundation, Alcan, Alstom, Arcelor Mittal, Astra Zeneca, Bell Canada Enterprises, British Telecom, Electricité et Gaz de France, Fiat, Fujitsu, Google, Hewlett Packard, IBM, HIV Aids Alliance, Intesalat, the International Federation of Red Cross Red Crescent, LG Electronics, Lufthansa, Marconi, Matsushita, Motorola, Petrobras, the Royal Bank of Canada, Sasken, Standard Chartered Bank, Sicredi, Siemens, United Arab Emirates Civil Service, and Via Rail Canada.
Huy was originally trained as an electrical engineer then in corporate finance. He worked for 16 years in various managerial functions with several large information technology firms in North America. His managerial career covered systems and software engineering; sales and marketing of digital platforms; and corporate finance, where he dealt with institutional investors and credit rating agencies and worked on joint ventures, mergers and acquisitions, and turnarounds of firms with turnover up to 10 billion dollars. Huy is also a Chartered Financial Analyst (CFA). He specialized in the determination of cost of capital, analysis of very large capital projects, capital structure and debt financing, and valuation of business ventures and risks.
- Journal Articles - Emotional Practices: How Masking Negative Emotions Impacts the Post-Acquisition Integration Process - Strategic Management Journal
- Working Papers - How Entrepreneurs Regulate Stakeholders' Emotions to Build New Organizations
- Journal Articles - How Entrepreneurs use Symbolic Management to Acquire Resources - Administrative Science Quarterly
- Working Papers - Emotional Filtering in Strategic Change
- Book Chapters - An Emotion-based View of Strategic Renewal - Emerald Publishing Ltd.
- Working Papers - Symbolic Emphasizing: How Entrepreneurs Use Symbolism to Acquire Resources
- Working Papers - Socially Responsible Behavior: Developing Virtue in Organizations
- Book Chapters - The Four Thrusts Driving Corporate Renewal - Wiley
- Books - Managing Collective Emotions for Strategy Execution and Innovation - Harvard Business School Press
- Journal Articles - Exploring the Affective Underpinnings of Dynamic Managerial Capabilities: How Managers’ Emotion Regulation Behaviors Mobilize Resources for Their Firms - Strategic Management Journal
- Journal Articles - How Collective Emotions and Social Identities Influence Strategy Formation - Psychological Foundations of Strategy
- Journal Articles - The More You Care, the Worthier I Feel, the Better I Behave: How and When Supervisor Support Influences (Un)Ethical Employee Behavior - Journal of Business Ethics
- Journal Articles - How Nokia Embraced the Emotional Side of Strategy - Harvard Business Review Digital Articles
- Journal Articles - IKEA's Success Can't Be Attributed to One Charismatic Leader - Harvard Business Review Digital Articles
- Case Studies - Longfor: A Non-Traditional Company in China ("When in Rome, do not do as the Romans")
- Book Chapters - Middle Managers' Emotion Management in the Strategy Process - Edward Elgar
- Journal Articles - Time in Strategic Change Research - Academy of Management Annals
- Journal Articles - Integrating Emotions and Affect in Theories of Management - Academy of Management Review
- Working Papers - Time in Strategic Change Research
- Journal Articles - How Middle Managers Manage the Political Environment to Achieve Market Goals: Insights from China's State-Owned Enterprises - Strategic Management Journal
- Journal Articles - The Process of Postmerger Integration: A Review and Agenda for Future Research - Academy of Management Annals
- Case Studies - Nokia: The Inside Story of the Rise and Fall of a Technology Giant
- Journal Articles - Curtailing the Harmful Effects of Workplace Incivility: The Role of Structural Demands and Organization-Provided Resources - Journal of Vocational Behavior
- Journal Articles - Distributed Attention and Shared Emotions in the Innovation Process: How Nokia Lost the Smartphone Battle - Administrative Science Quarterly
- Case Studies - Building Emotional Energy for Renewal: Nissan (Condensed Version) (Chinese)
- Journal Articles - Assessing Collective Affect Recognition via the Emotional Aperture Measure - Cognition and Emotion