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
TypeArticle
TitleMiddle managers’ strategising practices to effect strategic change
Authorsvan 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.
MAD statement
Change is difficult for everyone, but even more so for middle managers who are not only strategy implementors but also recipients of change. Findings provide insight to how middle managers handle change contexts in which changes are multiple and overlapping.

KeywordsMiddle manager perspective; strategic change; practices; strategising; strategy as practice (SAP)
PublisherTaylor and Francis
JournalJournal of Change Management
ISSN1469-7017
Electronic1479-1811
Publication dates
Online17 Feb 2022
Print03 Jul 2022
Publication process dates
Deposited28 Feb 2022
Accepted15 Feb 2022
Output statusPublished
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 identifierWOS:000757170800001
LanguageEnglish
Permalink -

https://repository.mdx.ac.uk/item/89v0w

  • 89
    total views
  • 152
    total downloads
  • 3
    views this month
  • 3
    downloads this month

Export as

Related outputs

Shared sensemaking during a strategic change process: a non-managerial perspective
de Metz, N., Jansen van Rensburg, M. and Davis, A. 2024. Shared sensemaking during a strategic change process: a non-managerial perspective. Journal of Strategy and Management. https://doi.org/10.1108/jsma-10-2023-0264
Fostering effective governance through intragovernmental networks: a case of a justice, crime prevention and security cluster network
Mphahlele-Ntsasa, L. and Jansen van Rensburg, M. 2024. Fostering effective governance through intragovernmental networks: a case of a justice, crime prevention and security cluster network. Discover Global Society. 2 (1). https://doi.org/10.1007/s44282-024-00048-6
Acting strategically during change: A process and dwelling world-view approach
de Metz, N., Jansen van Rensburg, M. and Davis, A. 2023. Acting strategically during change: A process and dwelling world-view approach. Journal of Change Management. 23 (3), pp. 250-268. https://doi.org/10.1080/14697017.2023.2238744
Organisational climate, person–organisation fit and turn over intention: a generational perspective within a South African Higher Education Institution
Grobler, A. and Jansen van Rensburg, M. 2019. Organisational climate, person–organisation fit and turn over intention: a generational perspective within a South African Higher Education Institution. Studies in Higher Education. 44 (11), pp. 2053-2065. https://doi.org/10.1080/03075079.2018.1492533
Nkandla: The unexplored frontier for heritage tourism to Zululand, South Africa
Henama, U.S., Jansen van Rensburg, M. and Nicolaides, A. 2016. Nkandla: The unexplored frontier for heritage tourism to Zululand, South Africa. African Journal of Hospitality, Tourism and Leisure. 5 (2), pp. 1-16.
The impact of managerialism on the strategy work of university middle managers
Davis, A, Jansen van Rensburg, M. and Venter, P. 2016. The impact of managerialism on the strategy work of university middle managers. Studies in Higher Education. 41 (8), pp. 1480-1494. https://doi.org/10.1080/03075079.2014.981518
Transformation in the South African mining industry - looking beyond the employment equity scorecard
Jansen van Rensburg, M. and Moraka, N.V. 2015. Transformation in the South African mining industry - looking beyond the employment equity scorecard. Journal of the Southern African Institute of Mining and Metallurgy. 115 (8), pp. 669-678. https://doi.org/10.17159/2411-9717/2015/V115N8A2
SMEs wealth creation model: A conceptual framework
Asikhia, O.U. and Jansen van Rensburg, M. 2015. SMEs wealth creation model: A conceptual framework. African Journal of Hospitality, Tourism and Leisure. 4 (1), pp. 1-19.
An analysis of theological and strategic management perspectives of Moses as a leader
Jansen van Rensburg, M. and Nicolaides, A. 2015. An analysis of theological and strategic management perspectives of Moses as a leader. Pharos Journal of Theology. 96 (1), pp. 1-16.
Making strategy work: The role of the middle manager
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
The relationship between marketing intelligence and strategic marketing
Venteer, P. and Jansen van Rensburg, M. 2014. The relationship between marketing intelligence and strategic marketing. South African Journal of Economic and Management Sciences. 17 (4), pp. 440-456. https://doi.org/10.4102/sajems.v17i4.642
Relevance of travel agencies in the digital age
Jansen van Rensburg, M. 2014. Relevance of travel agencies in the digital age. African Journal of Hospitality, Tourism and Leisure. 31 (1), pp. 1-9.
Uncovering client retention antecedents in service organizations
Jansen van Rensburg, M. 2014. Uncovering client retention antecedents in service organizations. African Journal of Hospitality, Tourism and Leisure. 3 (1), pp. 1-14.
Boards and governance in African national cricket organizations: an exploratory study
Jansen van Rensburg, M., Venter, P. and Kriek, H.S. 2013. Boards and governance in African national cricket organizations: an exploratory study. Southern African Business Review. 17 (2), pp. 23-44.
A longitudinal analysis of the corporate strategic stance and actions employed by South African banks in response to the global economic crisis
Jansen van Rensburg, M. and Venter, P. 2012. A longitudinal analysis of the corporate strategic stance and actions employed by South African banks in response to the global economic crisis. African Journal of Business Management. 6 (34), pp. 9634-9648. https://doi.org/10.5897/AJBM12.636
The perceived contribution of the practise of strategic marketing on the performance of South African companies
Jansen van Rensburg, M., Venter, P. and Strydom, J.W. 2012. The perceived contribution of the practise of strategic marketing on the performance of South African companies. Journal of Contemporary Management. 9 (1), pp. 24-47.
Drivers of learning management system use in a South African open and distance learning institution
Venter, P., Jansen van Rensburg, M. and Davis, A. 2012. Drivers of learning management system use in a South African open and distance learning institution. Australasian Journal of Educational Technology. 28 (2), pp. 183-198. https://doi.org/10.14742/ajet.868
Branding and packaging design: Key insights on marketing milk to low-income markets in South Africa
Van Biljon, W. and Jansen van Rensburg, M. 2011. Branding and packaging design: Key insights on marketing milk to low-income markets in South Africa. African Journal of Business Management. 5 (22), pp. 9548-9558.
Service-Learning: Business School students working for the common good
Jansen van Rensburg, M. and Carmichael, T. 2011. Service-Learning: Business School students working for the common good. Alternation. 18 (1), pp. 155-176.
Value differentiation: Creating customised value propositions in the South African cement industry
Jansen van Rensburg, M. and Van Niekerk, J. 2010. Value differentiation: Creating customised value propositions in the South African cement industry. Management Dynamics : Journal of the Southern African Institute for Management Scientists. 19 (4), pp. 2-16.
Dimensions of advertising agency client satisfaction
Jansen van Rensburg, M. 2010. Dimensions of advertising agency client satisfaction. Journal of Contemporary Management. 7 (1), pp. 549-573.
Approaches taken by South African advertisers to select and appoint advertising agencies
Jansen van Rensburg, M., Venter, P. and Strydom, J.W. 2010. Approaches taken by South African advertisers to select and appoint advertising agencies. Southern African Business Review. 14 (1), pp. 1-26.
Advertising agency retention: Views from South African advertisers
Jansen van Rensburg, M., Venter, P. and Strydom, J.W. 2009. Advertising agency retention: Views from South African advertisers. South African Journal of Business Management. 40 (4), pp. 25-36. https://doi.org/10.4102/sajbm.v40i4.548
Best practice in South African loyalty-based management : an exploratory study : research article
Jansen van Rensburg, M. and Venter, P. 2004. Best practice in South African loyalty-based management : an exploratory study : research article. Southern African Business Review. 8 (2), pp. 51-64.