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The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy

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  • Graeme Currie
  • Stephen J. Procter

Abstract

abstract Our study contributes towards a burgeoning literature that argues organizational performance is heavily influenced by what happens in the middle of the organization, rather than at the top. Examining the UK National Health Service, our study develops the work of Floyd and Wooldridge (1992, 1994, 1997, 2000). It utilizes role theory to conceptualize changing experiences of middle managers in organizations as a role transition. Associated with this are problems of role conflict and role ambiguity (Biddle, 1979, 1986; Biddle and Thomas, 1966; Kahn et al., 1964, 1966). Our study illustrates that there are limiting factors to a more strategic role for middle managers associated with the professional bureaucracy context. However, role conflict and ambiguity can be mediated by a socialization process, which values incoming identity and personal characteristics (Van Maanen and Schein, 1979).

Suggested Citation

  • Graeme Currie & Stephen J. Procter, 2005. "The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy," Journal of Management Studies, Wiley Blackwell, vol. 42(7), pages 1325-1356, November.
    • Handle: RePEc:bla:jomstd:v:42:y:2005:i:7:p:1325-1356
    DOI: 10.1111/j.1467-6486.2005.00546.x
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    Cited by:

    1. Lionel Garreau & Raphaël Maucuer, 2015. "The mise-en-sens tactics of civil society organizations to influence strategy," Post-Print hal-01787991, HAL.
    2. Corrado Cuccurullo & Federico Lega, 2013. "Effective strategizing practices in pluralistic settings: the case of Academic Medical Centers," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(3), pages 609-629, August.
    3. Badri Munir Sukoco & Beta Embriyono Adna & Zainul Musthofa & Reza Ashari Nasution & Dwi Ratmawati, 2022. "Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance," SAGE Open, , vol. 12(1), pages 21582440221, March.
    4. Edward Gilmore & Ulf Andersson & Noushan Memar, . "How subsidiaries influence innovation in the MNE value chain," UNCTAD Transnational Corporations Journal, United Nations Conference on Trade and Development.
    5. Mark Gatenby & Chris Rees & Catherine Truss & Kerstin Alfes & Emma Soane, 2015. "Managing Change, or Changing Managers? The role of middle managers in UK public service reform," Public Management Review, Taylor & Francis Journals, vol. 17(8), pages 1124-1145, September.
    6. Thomas Schaefer & Thomas Guenther, 2016. "Exploring strategic planning outcomes: the influential role of top versus middle management participation," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 27(2), pages 205-249, May.
    7. Tiziana Callari & Corinne Bieder & Barry Kirwan, 2019. "What is it like for a middle manager to take safety into account? Practices and challenges," Post-Print hal-01935746, HAL.
    8. Elena Feltrinelli & Roberto Gabriele & Sandro Trento, 2013. "Do middle managers matter?," DEM Discussion Papers 2013/11, Department of Economics and Management.
    9. Elena Feltrinelli & Roberto Gabriele & Sandro Trento, 2017. "The Impact of Middle Manager Training on Productivity: A Test on Italian Companies," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 56(2), pages 293-318, April.
    10. A. D. Wright, 2024. "I, strategist," Post-Print hal-04593583, HAL.
    11. Schuler, Benedikt Alexander & Orr, Kevin & Hughes, Jeffrey, 2023. "My colleagues (do not) think the same: Middle managers’ shared and separate realities in strategy implementation," Journal of Business Research, Elsevier, vol. 160(C).
    12. Jean Louis Denis & Nancy Côté & Charles Fleury & Graeme Currie & Dimitrios Spyridonidis, 2021. "Global health and innovation: A panoramic view on health human resources in the COVID‐19 pandemic context," International Journal of Health Planning and Management, Wiley Blackwell, vol. 36(S1), pages 58-70, May.
    13. Pfister, Jan A. & Jack, Sarah L. & Darwin, Solomon N., 2017. "Strategizing open innovation: How middle managers work with performance indicators," Scandinavian Journal of Management, Elsevier, vol. 33(3), pages 139-150.
    14. Mario Del Vecchio & Giorgio Giacomelli, 2020. "Personale e Sanit?: un?agenda per il management delle Risorse Umane nel SSN e nelle sue aziende," MECOSAN, FrancoAngeli Editore, vol. 2020(114), pages 11-31.
    15. Elad N. Sherf & Subrahmaniam Tangirala & Vijaya Venkataramani, 2019. "Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation," Organization Science, INFORMS, vol. 30(3), pages 447-466, May.
    16. Maria Lusiani & Ann Langley, 2013. "Professionals as strategists? Channelling and organizing distributed strategizing," Working Papers 32, Department of Management, Università Ca' Foscari Venezia.
    17. Marta Barbieri & Lorenza Micacchi & Roberta Montanelli & Francesco Vid?, 2020. "Gestire il personale in Sanit?: una mappatura delle caratteristiche della Funzione Risorse Umane nel contesto italiano," MECOSAN, FrancoAngeli Editore, vol. 2020(114), pages 33-65.
    18. Thuan Van Pham & Thanh Thi Nghiem & Loc My Thi Nguyen & Thanh Xuan Mai & Trung Tran, 2019. "Exploring Key Competencies of Mid-Level Academic Managers in Higher Education in Vietnam," Sustainability, MDPI, vol. 11(23), pages 1-13, December.
    19. Ouakouak, Mohamed Laid & Ouedraogo, Noufou & Mbengue, Ababacar, 2014. "The mediating role of organizational capabilities in the relationship between middle managers’ involvement and firm performance: A European study," European Management Journal, Elsevier, vol. 32(2), pages 305-318.
    20. Fasshauer, Ingrid, 2012. "Les interactions entre contrôle et stratégie : redéfinition du rôle des cadres intermédiaires et du levier interactif de contrôle," Economics Thesis from University Paris Dauphine, Paris Dauphine University, number 123456789/11150 edited by Berland, Nicolas.
    21. Samir L. Vaz & Anneloes M. L. Raes & Mariano L. M. Heyden, 2022. "Realizing implementation through relational exchanges with top managers: the mediating role of middle managers’ divergent strategic behavior," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 33(1), pages 81-108, March.
    22. Li, Peng-Yu, 2018. "Top management team characteristics and firm internationalization: The moderating role of the size of middle managers," International Business Review, Elsevier, vol. 27(1), pages 125-138.
    23. Mick Marchington & Jane Suter, 2013. "Where Informality Really Matters: Patterns of Employee Involvement and Participation (EIP) in a Non-Union Firm," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 52, pages 284-313, January.
    24. Olivier Baly, 2022. "Actes du 32e congrès de l'ALASS," Post-Print hal-04327150, HAL.

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