Making strategy work: The role of the middle manager

Article


Jansen van Rensburg, M., Davis, A. and Venter, P. 2014. Making strategy work: The role of the middle manager. Journal of Management & Organization. 20 (2), pp. 165-186. https://doi.org/10.1017/jmo.2014.33
TypeArticle
TitleMaking strategy work: The role of the middle manager
AuthorsJansen van Rensburg, M., Davis, A. and Venter, P.
Abstract

In recognition of middle managers as influential strategists we collected 654 responses from South African middle managers detailing their spontaneous and unguided descriptions of their strategic roles in the organisation they represent. The results show that middle managers generally associate their strategic role strongly with the traditional perspectives on the roles as implementers of strategies and communicators linking their subordinates and higher levels of management. We add the roles of ‘advocacy’ and ‘improving operational performance’ to the conventional elements of strategy implementation, and the roles of ‘managing performance’ and ‘driving compliance’ to the role of downward influence. Focus group discussions contextualised and authenticated these roles within the South African private and public sectors.

Keywordsmiddle managers; strategic roles; strategy-as-practice
PublisherCambridge University Press
JournalJournal of Management & Organization
ISSN1833-3672
Electronic1839-3527
Publication dates
Online07 Aug 2014
PrintMar 2014
Publication process dates
SubmittedApr 2013
AcceptedJan 2014
Deposited31 May 2024
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1017/jmo.2014.33
Web of Science identifierWOS:000341631400003
LanguageEnglish
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