Middle managers’ strategising practices to effect strategic change
Article
van Niekerk, K. and Jansen van Rensburg, M. 2022. Middle managers’ strategising practices to effect strategic change. Journal of Change Management. 22 (3), pp. 273-291. https://doi.org/10.1080/14697017.2022.2040572
Type | Article |
---|---|
Title | Middle managers’ strategising practices to effect strategic change |
Authors | van Niekerk, K. and Jansen van Rensburg, M. |
Abstract | Strategic organizational changes in the higher education sector are costly and resource intensive but considered crucial for the longevity and feasibility of organizations in this sector. Faced with major reforms of government-imposed funding, pressures from internationalization, digitalization and globalization, many Higher Educational Institutions had to reconsider governance, organizational structures and the roles and responsibilities of actors. The purpose of the empirical qualitative research study was to investigate the professional middle managers’ strategising practices to effect strategic change. The study context was a South African higher education institution undergoing substantial organizational change due to an institutional restructuring. An interpretative phenomenological analysis was used to describe participants’ cognitive, emotional, and physical nature which confirmed six holistic and comprehensive strategising practices namely adapting, effecting change, collaborating, mobilizing, peacekeeping and overseeing. The findings confirmed that strategising practices were not the result of actions only but were also influenced by cognitive, rational, and emotional experiences. |
Keywords | Middle manager perspective; strategic change; practices; strategising; strategy as practice (SAP) |
Publisher | Taylor and Francis |
Journal | Journal of Change Management |
ISSN | 1469-7017 |
Electronic | 1479-1811 |
Publication dates | |
Online | 17 Feb 2022 |
03 Jul 2022 | |
Publication process dates | |
Deposited | 28 Feb 2022 |
Accepted | 15 Feb 2022 |
Output status | Published |
Accepted author manuscript | |
Copyright Statement | This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Change Management on 17 Feb 2022, available online: http://www.tandfonline.com/10.1080/14697017.2022.2040572 |
Digital Object Identifier (DOI) | https://doi.org/10.1080/14697017.2022.2040572 |
Web of Science identifier | WOS:000757170800001 |
Language | English |
https://repository.mdx.ac.uk/item/89v0w
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