The Experts below are selected from a list of 107013 Experts worldwide ranked by ideXlab platform
Steven W. Floyd - One of the best experts on this subject based on the ideXlab platform.
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Middle Management Strategizing Fatigue – When Middle Management Inclusion Goes South
Academy of Management Proceedings, 2018Co-Authors: Carola Wolf, Claus Dietrich Jacobs, Steven W. FloydAbstract:While previous research has highlighted the many benefits of Middle Management inclusion in strategizing, this paper analyses the flipside of Middle Management inclusion and how engagement of middl...
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the Middle Management perspective on strategy process contributions synthesis and future research
Journal of Management, 2008Co-Authors: Bill Wooldridge, Torsten Schmid, Steven W. FloydAbstract:During the past 25 years, a substantial amount of research in strategic Management has focused on the contributions of Middle Management. Although useful, the research is characterized by considerable diversity in terms of focal constructs and relationships. The purpose of this review is to organize this research and identify important constructs, relationships, and contributions. The review serves not only to catalog the state of the art and accumulate knowledge; it also facilitates the critique necessary for charting directions and enhancing the cumulative nature of future research.
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Middle Management s strategic influence and organizational performance
Journal of Management Studies, 1997Co-Authors: Steven W. Floyd, Bill WooldridgeAbstract:This study investigated relationships between Middle managers’ formal position, their strategic influence and organizational performance. Among the 259 Middle managers represented in the study, managers with formal positions in boundary–spanning sub–units reported higher levels of strategic influence activity than others. At the organizational level of analysis, the study found that firm performance was associated with more uniform levels of downward strategic influence, and more varied levels of upward influence among Middle Management cohorts. The findings suggest that Middle managers’ strategic influence arises from their ability to mediate between internal and external selection environments. In addition, positive effects on organizational performance appear to depend on: (1) whether the overall pattern of upward influence is conducive to shifts in the network centrality of individual managers; and (2) whether the pattern of downward influence is consistent with an appropriate balance between the organization’s need for control and flexibility.
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Middle Management involvement in strategy and its association with strategic type: A research note
Strategic Management Journal, 1992Co-Authors: Steven W. Floyd, Bill WooldridgeAbstract:This paper reports the results of a study that investigated the strategic involvement of 259 Middle managers in 25 organizations. Drawing from previous clinical research, a theoretical typology of Middle Management roles in strategy is developed. Measures for each role are derived, and the relationship between Middle Management strategic involvement and Miles and Snow's (1978) strategic type is examined. Results suggest the usefulness of these measures in assessing both the level and type of Middle Management strategic activity. In addition, the findings show that Middle managers in Prospectors report significantly higher levels of upward and divergent forms of strategic involvement than those in Analyzers and Defenders. Traditionally, Middle-level managers have not been considered part of the strategy process except in providing informational inputs and directing implementation. Contemporary theory and descriptions suggest, however, that Middle managers regularly attempt to influence strategy and often provide the impetus for new initiatives (Burgelman, 1983a,b; Mintzberg and Waters, 1985). Bower (1970) was one of the first to recognize the contributions of Middle managers: they '... are the only men [sic] in the organization who are in a position to judge whether [strategic] issues are being considered in the proper context' (297-298). More recently, empirical research has confirmed Middle Management's upward influence on strategic decisions (Schilit, 1987)
Bill Wooldridge - One of the best experts on this subject based on the ideXlab platform.
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the Middle Management perspective on strategy process contributions synthesis and future research
Journal of Management, 2008Co-Authors: Bill Wooldridge, Torsten Schmid, Steven W. FloydAbstract:During the past 25 years, a substantial amount of research in strategic Management has focused on the contributions of Middle Management. Although useful, the research is characterized by considerable diversity in terms of focal constructs and relationships. The purpose of this review is to organize this research and identify important constructs, relationships, and contributions. The review serves not only to catalog the state of the art and accumulate knowledge; it also facilitates the critique necessary for charting directions and enhancing the cumulative nature of future research.
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Middle Management s strategic influence and organizational performance
Journal of Management Studies, 1997Co-Authors: Steven W. Floyd, Bill WooldridgeAbstract:This study investigated relationships between Middle managers’ formal position, their strategic influence and organizational performance. Among the 259 Middle managers represented in the study, managers with formal positions in boundary–spanning sub–units reported higher levels of strategic influence activity than others. At the organizational level of analysis, the study found that firm performance was associated with more uniform levels of downward strategic influence, and more varied levels of upward influence among Middle Management cohorts. The findings suggest that Middle managers’ strategic influence arises from their ability to mediate between internal and external selection environments. In addition, positive effects on organizational performance appear to depend on: (1) whether the overall pattern of upward influence is conducive to shifts in the network centrality of individual managers; and (2) whether the pattern of downward influence is consistent with an appropriate balance between the organization’s need for control and flexibility.
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Middle Management involvement in strategy and its association with strategic type: A research note
Strategic Management Journal, 1992Co-Authors: Steven W. Floyd, Bill WooldridgeAbstract:This paper reports the results of a study that investigated the strategic involvement of 259 Middle managers in 25 organizations. Drawing from previous clinical research, a theoretical typology of Middle Management roles in strategy is developed. Measures for each role are derived, and the relationship between Middle Management strategic involvement and Miles and Snow's (1978) strategic type is examined. Results suggest the usefulness of these measures in assessing both the level and type of Middle Management strategic activity. In addition, the findings show that Middle managers in Prospectors report significantly higher levels of upward and divergent forms of strategic involvement than those in Analyzers and Defenders. Traditionally, Middle-level managers have not been considered part of the strategy process except in providing informational inputs and directing implementation. Contemporary theory and descriptions suggest, however, that Middle managers regularly attempt to influence strategy and often provide the impetus for new initiatives (Burgelman, 1983a,b; Mintzberg and Waters, 1985). Bower (1970) was one of the first to recognize the contributions of Middle managers: they '... are the only men [sic] in the organization who are in a position to judge whether [strategic] issues are being considered in the proper context' (297-298). More recently, empirical research has confirmed Middle Management's upward influence on strategic decisions (Schilit, 1987)
Rosemary Stewart - One of the best experts on this subject based on the ideXlab platform.
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Information technology, organizational restructuring and the future of Middle Management
New Technology Work and Employment, 1993Co-Authors: Sue Dopson, Rosemary StewartAbstract:This article examines the impact of information technology as one of the factors affecting the numbers and roles of Middle managers. The authors highlight the need to empirically examine Middle Management work in the context of the complexity of changes affecting the job of Middle managers and the complexity of reactions to these changes, if further assertions about the future of Middle Management are to be avoided.
David Parker - One of the best experts on this subject based on the ideXlab platform.
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critical success factors for lean six sigma programmes a view from Middle Management
International Journal of Quality & Reliability Management, 2012Co-Authors: Graham Manville, Richard Greatbanks, Radica Krishnasamy, David ParkerAbstract:Purpose – Many organisations are operating in a dynamic competitive environment and experiencing increasing competition. As a result organisations in the service sector are continually seeking opportunities to remove waste and improve performance. Six sigma has been embraced by the service sector and is receiving increasing attention within both academe and practice. The purpose of this paper is to evaluate lean six sigma from a Middle managers' perspective.Design/methodology/approach – A mixed method approach was adopted involving a structured survey to 200 managers and semi‐structured interviews with two of the Management team.Findings – The paper highlights the importance of developing learning capabilities in the Middle Management team and the empowering of them. A greater role should be given to Middle Management in performance improvement and strategy formulation.Research limitations/implications – The research findings only apply to one case so it is difficult to make assumptions across different s...
Torsten Schmid - One of the best experts on this subject based on the ideXlab platform.
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Middle Management and strategy process: Toward a pluralistic power perspective
2017Co-Authors: Torsten SchmidAbstract:This chapter suggests an “alternative template” approach as a method for adding new insight into empirical phenomena. The chapter begins with a review of the literature on power and Middle managers’ role in strategy making, organized around three key themes: Middle managers as resisters of top-down strategy, Middle managers as politically skilled change agents, and strategic empowerment. Following this review, the chapter presents an empirically derived case vignette to examine Middle Management power dynamics through three alternative theoretical lenses. This pluralistic approach demonstrates the utility of examining phenomena through multiple lenses to challenge, enrich and elaborate extant knowledge. This thinking is used to introduce three research “moves” (enriching, problematizing and elaborating) that add new insight into the Middle Management perspective and advance the emergence of a pluralistic theory of power.
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Relational Empowerment in Practice: Middle Management Empowerment in Top-Driven Strategic Renewal
Academy of Management Proceedings, 2013Co-Authors: Torsten Schmid, Felix BrunnerAbstract:This paper uses a comparative case study of six multichannel retailers’ adoption of new cross-channel solutions to explore how top managers empower Middle Management in top-down strategic renewal. ...
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the Middle Management perspective on strategy process contributions synthesis and future research
Journal of Management, 2008Co-Authors: Bill Wooldridge, Torsten Schmid, Steven W. FloydAbstract:During the past 25 years, a substantial amount of research in strategic Management has focused on the contributions of Middle Management. Although useful, the research is characterized by considerable diversity in terms of focal constructs and relationships. The purpose of this review is to organize this research and identify important constructs, relationships, and contributions. The review serves not only to catalog the state of the art and accumulate knowledge; it also facilitates the critique necessary for charting directions and enhancing the cumulative nature of future research.