Session 206

The Role of Middle Managers in Strategy Processes

Track H

Date: Monday, September 22, 2014

Track J

Time: 16:30 – 17:45

Paper

Room: Rotterdam


Session Chair:

  • Steven Floyd, University of Massachusetts Amherst

Title: Managing Inclusion in the Strategy Process

Authors

  • Daniel Mack, INSEAD

Abstract: Strategy formulation is often the emergent result of social learning process in organizations. The inclusion of organization members in the formulation process is important as the success of the strategy is likely dependent on information dispersed across relevant stakeholders possessing idiosyncratic but critical local information. Yet, the greater inclusion of participants raises costs and inefficiencies in the process, and hence a tradeoff for organizations striving for greater inclusion in the strategy process. The results of our inductive fuzz-set analysis of ten strategic initiatives suggest that organizations can effectively manage this tradeoff by increasing participants' incentive to share local information, and engaging with participants informally via socializing. These preliminary findings have implications for both theory and practice in the field of strategy process.

Title: Middle Managers’ Ambidexterity: An Individual Differences Approach

Authors

  • Ruifang Wang, University College Dublin
  • Patrick Gibbons, University College Dublin
  • Ciaran Heavey, University College Dublin

Abstract: It is increasingly recognized that middle managers play a central role in balancing the demands of exploitation and exploration in organizations. While some scholars have recently begun to explain the nature and antecedents of middle managers’ ambidexterity, much remains to be learned about individual level origins of this behaviour. Using the individual difference approach, we develop a model that charts the motivational, experiential, and inter-personal origins of middle managers’ ambidexterity. To further understand these effects within the situational constrains, we examine the moderating influence of slack resources. We test our model and hypotheses using a novel study of 305 middle managers, combining survey and archival data. The results, while providing general support for our predictions, reveal new insights into the origins of managers’ ambidextrous behaviour.

Title: Multi-level Determinants of Middle Managers’ Strategic Championing Behavior

Authors

  • Nufer Yasin Ates, Tilburg University
  • Yoojung Ahn, University of Massachusetts, Amherst
  • Steven Floyd, University of Massachusetts Amherst

Abstract: This study develops and tests a cross-level model of middle managers’ strategic championing behavior, integrating goal orientations theory and team contextual factors. We propose that dispositional differences in goal orientations may motivate managers to search or avoid new strategic initiatives, and that different individual motivational orientations flourish in different intra- and inter-team contexts. Based on data from 194 senior middle managers in 28 teams, we found that learning and prove orientations affect championing behavior positively, whereas avoid orientation has a negative effect. At the team level, behavioral integration (intra-team context) is positively and procedural fairness of strategy making (inter-team context) is negatively associated with championing. We also report a cross-level interaction such that a prove orientation is positively related to championing under low behavioral integration.

Title: The Cognitive, Social, and Emotional Dimensions of Middle Managers’ Strategic Implementation Role

Authors

  • Yoojung Ahn, University of Massachusetts, Amherst
  • Steven Floyd, University of Massachusetts Amherst
  • Murat Tarakci, Erasmus University Rotterdam

Abstract: While the strategic roles of middle managers have been focused on the upward and divergent roles, the implementation role is crucial for strategy success. The strategic implementation role of middle managers is distinct from the operational role of mechanically implementing top management’s strategies. In this paper, we explore the antecedents of managers’ implementation role by incorporating alignment, network consensus, and organizational identification as the cognitive, social, and emotional dimensions of managerial action. 168 senior middle managers of a global Fortune 500 firm were studied with results showing that all dimensions together fulfilled the manifestation of the implementation role above and beyond any dimension separately. These findings build the understanding of the strategic implementation role of middle managers.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 311: The Power of Power: The Role of Power and Politics in Strategy Processes
Sun: 09:30 – 10:45
Session 312: Contributing to Strategy Process Scholarship and to the SMS Community: Honoring Steve Floyd and Bill Wooldridge
Sun: 11:15 – 12:30
Session 284: The Strategic Process and Competitive Dynamics of Industry Convergence
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Sun: 17:15 – 18:30
Session 604: Strategy Process IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Mon: 14:45 – 16:00
Session 204: Strategic Change and Adaptation Processes
Session 437: Corporate Structure, Resource allocation, and Portfolio planning
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 211: Knowledge Transfer and Learning
Tue: 11:00 – 12:15
Session 209: Design Issues: Tasks, Control and Risk
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Tue: 17:15 – 18:30
Session 207: TMTs, Strategic Planning and Agenda Building

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 252: Trends in Qualitative Strategy Research
Sun: 11:15 – 12:30
Session 392: Non-market Strategy Practice and Competitive Advantage
Sun: 17:15 – 18:30
Session 606: Strategy Practice IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 11:00 – 12:15
Session 340: Strategy Practice and Micro-foundations
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 345: Social Interaction and Boundaries in Strategy Practice
Tue: 11:00 – 12:15
Session 347: Critical Issues in Strategic Action
Tue: 15:30 – 16:45
Session 346: Management and Strategy Practices Reconsidered


Strategic Management Society

Madrid