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Title of the thesis: Toward an Emotion-Based Perspective on Organizations: How Emotions Drive Strategic Action and Organizational Practices

Thesis defender: Suvi-Tuuli Vuori
Opponent: Professor Satu Teerikangas, University of Turku
Custos: Professor Jukka Luoma

Emotions and emotion management are a central part of expert work and the leadership of expert organizations. In working life, emotions are often seen as a distraction. There is no room for emotion in decision-making—especially not when leadership is shaping the company's strategy. A recent dissertation challenges these common assumptions.

In many organizations, efficiency, structures, and processes are emphasized, while the emotional experiences triggered by work receive less attention. This can lead to failed change initiatives or rigid strategies. Vuori’s study examines how organizational practices – such as project work or post-project reflection – generate emotions, and how these emotions influence both individual behavior and the decisions made within the organization.

The research sits at the intersection of strategy research and organizational psychology. It combines well-established theories of strategy, learning, and identity with a new perspective that emphasizes the role of emotions.

The empirical data was collected over eight years in a leading Finnish management consulting firm. It includes 145 interviews, over 1,600 hours of observation, and participation in ten client projects. This resulted in an exceptionally in-depth picture of the inner workings of the organization across different career levels.

Key findings include:

- Emotions such as frustration, pride, and fear guide the development of organizational identity and strategy.

- Emotional work is distributed differently across organizational hierarchy – for example, junior employees are concerned with proving their competence, while partners carry the pressure of client expectations.

- The timing and format of post-project reflection strongly shape emotional responses and influence how employees behave going forward.

- Researchers can also use their own emotions as a tool in qualitative research – the study proposes a new model for emotionally reflective research.

The core finding is that emotions are not just private experiences – they play a crucial role in how organizations function and what kinds of decisions are made. When emotions are taken seriously, organizations are better equipped to navigate change and build more sustainable ways of working.

These insights can be particularly useful in organizational development, leadership, and managing change. In short: strategic success is not built on logic alone – emotions are at its core.

Keywords: Emotions, organizational structure, organizational practices, strategic action

Contact information: suvituuli.vuori@gmail.com and 0409388753

Thesis available for public display 10 days prior to the defence at .