Constructing interlocking rationales in top-driven strategic renewal

Canales, J.I. (2013) Constructing interlocking rationales in top-driven strategic renewal. British Journal of Management, 24(4), pp. 498-514. (doi: 10.1111/j.1467-8551.2012.00821.x)

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Publisher's URL: http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1467-8551

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.

Item Type:Articles
Status:Published
Refereed:Yes
Glasgow Author(s) Enlighten ID:Canales, Professor J Ignacio
Authors: Canales, J.I.
College/School:College of Social Sciences > Adam Smith Business School > Management
Journal Name:British Journal of Management
ISSN:1045-3172
ISSN (Online):1467-8551
Published Online:06 March 2012

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