Publications

Journal Article

The authors' inductive field study identifies specific emotion regulation (ER) actions as affective underpinnings of dynamic managerial capabilities. ER refers to the management and modification of one’s own and other people’s emotions for a specific purpose.

The authors' study shows how differences in managers’ attention to ER influence the extent to which they can mobilize resources to pursue market opportunities. The authors show how their ER of the self helps them mobilize human capital resources by creating psychic benefits, whereas their ER of others helps mobilize social capital by facilitating legitimacy judgments.

The authors' emerging theory explains how the capacity for ER constitutes an important foundation of dynamic managerial capabilities and how it is linked with other key conceptual underpinnings of the construct, namely managerial human and social capital.