Constructing interlocking rationales in top-driven strategic renewal

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7 Citations (Scopus)

Abstract

Under top-driven change, active involvement of middle managers in strategy-making requires top and middle to find common ground. The paper offers inductive theoretical development of top managers? role as enablers for the strategic contribution of the middle levels. Central to this role is the symbolic reorganization where the middle managers? position is set. Next, middle managers? operational efficiency allows their performance to be shown and increases their reputation. In consequence, the middle level can actively shape the role suggested by top management, which increases their power base. Finally, when these previous interactions escalate into a two-way process where the middle and top management contribute to each other's efforts, interlocking rationales are achieved.
Original languageEnglish
Pages (from-to)498-514
Number of pages17
JournalBritish Journal of Management
Volume24
Issue number4
Early online date6 Mar 2012
DOIs
Publication statusPublished - Dec 2013

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