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
Type | Article |
---|---|
Title | Making strategy work: The role of the middle manager |
Authors | Jansen 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. |
Keywords | middle managers; strategic roles; strategy-as-practice |
Publisher | Cambridge University Press |
Journal | Journal of Management & Organization |
ISSN | 1833-3672 |
Electronic | 1839-3527 |
Publication dates | |
Online | 07 Aug 2014 |
Mar 2014 | |
Publication process dates | |
Submitted | Apr 2013 |
Accepted | Jan 2014 |
Deposited | 31 May 2024 |
Output status | Published |
Digital Object Identifier (DOI) | https://doi.org/10.1017/jmo.2014.33 |
Web of Science identifier | WOS:000341631400003 |
Language | English |
https://repository.mdx.ac.uk/item/12w789
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