While work on affect in strategy-making has been increasingly developing, relatively little research has been conducted on the emotional dynamics of strategy processes directed by strategy consultants. Drawing on a variety of qualitative data gathered during a one-year consulting case, this article looks into the way emotions unfold when managers solicit external strategic advice. Specifically, this article reveals the mechanisms underpinning managers’ emotions in guided strategy-making from pre- to post-strategizing, highlighting processes as they develop over time. In doing so, three fundamental emotional drivers are laid bare: interaction – or how practitioners engage with each other; temporality – or how practitioners engage with time; and impression – or how practitioners engage with mental representations of strategy-making and strategy consultancy. By revealing how emotions evolve when managers find themselves strategically directed, this article offers insight into how a guided strategy-making trajectory can be affectively managed – to make sense of emotions when they unfold, and to address them appropriately as they do.

虽然在战略制定中的情感研究不断发展，但对由战略顾问指导的战略过程的情感动态进行的研究相对较少。本文利用在一个为期一年的咨询案例中收集的各种定性数据，探讨了当管理者寻求外部战略建议时情绪的展现方式。具体而言，本文揭示了在从制定战略前到制定战略后的指导性战略制定中支撑管理者情绪的机制，突出了随着时间的推移而发展的过程。在此过程中，三个基本的情感驱动因素暴露无遗：互动——或从业者如何相互交流；时间性——或者从业者如何与时间互动；和印象——或者从业者如何参与战略制定和战略咨询的心理表征。通过揭示当管理者发现自己受到战略指导时情绪是如何演变的，这篇文章提供了如何有效管理指导性战略制定轨迹的见解——在情绪展开时理解情绪，并在情绪发生时适当地处理它们。