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Constructing Interlocking Rationales in Top‐driven Strategic Renewal
Author(s) -
Canales J. Ignacio
Publication year - 2013
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.2012.00821.x
Subject(s) - middle management , reputation , interlocking , business , process (computing) , set (abstract data type) , power (physics) , middle level , position (finance) , process management , marketing , industrial organization , computer science , political science , engineering , work (physics) , law , operating system , mechanical engineering , physics , finance , quantum mechanics , programming language
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.