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Based on 18 months of multi-method ethnographic research, and drawing from the social movement literature, we theorize a process model of how complex emotions are harnessed through organization-level strategizing in careful sequence and combination to form an indignation-based moral battery. The strategizing process is found to generate a negative emotional pole around the status quo in an organization which repels executives and managers; and a positive emotional pole around the possible future for the organization which attracts them. The feeling of tension and indeterminacy between the two poles forms an indignation gap which, if sizeable, mobilizes commitment and action towards macro-organization phenomena, such as change. This indignation-based moral battery is first formed with executives and replicated with managers to promote organization-wide acceptance and buy-in. Lastly, we …