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"Middle managers"
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HOW MIDDLE MANAGERS MANAGE THE POLITICAL ENVIRONMENT TO ACHIEVE MARKET GOALS: INSIGHTS FROM CHINA'S STATE-OWNED ENTERPRISES
Research summary: Although the middle management literature has identified various bridging roles performed by middle managers in the market environment, it is relatively vague about whether and how they manage the political environment to achieve market-related goals. In an inductive field study of four large state-owned enterprises based in mainland Communist China, operational middle managers were found to take an active role in dealing with political actors to achieve market efficiency in their local environments, performing two distinct bridging strategies. Our field study suggests that middle managers are better equipped than their bosses (top executives) as well as their subordinates (frontline employees) to perform the bridging function between competing market and political imperatives in various local settings. Managerial summary: For firms that operate in diverse geographies, it is challenging for a handful of top executives to deal with numerous political actors. This burden could be shared with operational middle managers, who play a bridging role by drawing on their operational knowledge and local networks. Our research on middle managers who work under the scrutiny of political actors in China found that they bridge market and political ideology by conveying common features that seem legitimate to both. They also bridge market goals and political actors with personal affect. Compared to top executives and frontline employees, middle managers have unique advantages in performing these bridging functions. Firms can enhance their strategy execution ability by training middle managers in dealing with political actors in diverse contexts.
Journal Article
How middle managers' group-focus emotions and social identities influence strategy implementation
The literature on top-down strategy implementation has overlooked social-emotional factors. The results of a three-year field study of a large technology firm show how top executives who favor an affect neutral task approach can inadvertently activate middle managers' organization-related social identities, such as length of time working for the company (newcomers versus veterans) and language spoken by senior executives (English versus French), generating group-focus emotions. These emotions prompt middle managers—even those elevated to powerful positions by top executives—to support or covertly dismiss a particular strategic initiative even when their immediate personal interests are not directly under threat. This study contributes to the strategy implementation literature by linking senior executives' actions and middle managers' social identities, group-focus emotions, and resulting behaviors to strategy implementation outcomes.
Journal Article
Power to the middle : why managers hold the keys to the future of work
If you're thinking of cutting your midlevel managers in the new world of work, think again. 'Middle manager.' The term evokes a bygone industrial era in which managers functioned like cogs in a vast bureaucratic machine. In recent decades, midlevel managers became a favourite target for the chopping block - underappreciated, often considered a superfluous layer of the organization. Not only does this outdated perspective need to change, but the future demands it. In 'Power to the Middle', McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of managers and their roles. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy, enabling them to guide their organizations through periods of rapid and complex change, as well as to help shape the new world of work.
Book
Nurse middle managers’ proactive work behavior: antecedents and consequences on innovative work behavior and job performance
PurposeHealthcare organizations require more proactive behaviors from nursing professionals. However, nurse managers’ proactivity has rarely been analyzed in the literature and little is known about the antecedents and consequences of their proactive behavior at work. This study examines the relationships between job characteristics (i.e. job autonomy and job variety), psychological empowerment, proactive work behavior and job effectiveness indicators (i.e. innovative work behavior, job performance). We tested a model in which psychological empowerment and proactive work behavior sequentially mediate the relationship between job characteristics and job effectiveness.Design/methodology/approachA cross-sectional study was conducted among nurse middle managers from a French hospital (N = 321). A hypothetical model was developed based on existing theory. Structural equation modeling was used to test the hypotheses.FindingsResults show that psychological empowerment and proactive work behavior fully mediate the relationship between job characteristics and innovative work behavior, and partially mediate the relationship between job characteristics and job performance.Originality/valueThis study provides insights for understanding how job characteristics can contribute to fostering the proactivity of nurse middle managers and how their proactive work behavior can be positively related to innovative work behavior and job performance. Findings raise several implications for hospital administrators and upper management seeking new ways to enhance nurse middle managers' proactive work behavior and push further their effectiveness at work.
Journal Article
(A)moral Agents in Organisations? The Significance of Ethical Organisation Culture for Middle Managers' Exercise of Moral Agency in Ethical Problems
This paper investigates qualitatively the significance of different dimensions of ethical organisation culture for the exercise of middle managers' moral agency in ethical problems. The research draws on the social cognitive theory of morality and on the corporate ethical virtues model. This study broadens understanding of the factors which enable or constrain managers' potential for moral agency in organisations, and shows that an insufficient ethical organisational culture may contribute to indifference towards ethical issues, the experiencing of moral conflicts, lack of self-efficacy and morally disengaged reasoning. In contrast, a healthy ethical culture can contribute to motivation to tackle ethical problems, an increased capacity for self-regulation and ultimately ethical behaviour.
Journal Article
What Should a Manager Like Me Do in a Situation Like This? Strategies for Handling Ethical Problems from the Viewpoint of the Logic of Appropriateness
In this research, we argue that managers have various strategies for handling complex ethical problems and that these strategies are formed according to the logic of appropriateness. First, we will show through a qualitative empirical study the different strategies that are used for handling ethical problems. Five types of strategies are identified in this study: mediating, principled, isolation, teaching and bystanding. Secondly, we will investigate the types of ethical approaches which managers reveal when handling ethical problems. Thirdly, we will discuss which strategies seem to contribute to the overall ethicality of organisations. To conclude, we suggest that the decisions and actions of managers like the middle managers in this study are influenced by their interpretation of what is appropriate behaviour in the particular situation.
Journal Article