Skip to main content
Erschienen in: Journal of Management Control 1/2022

17.01.2022 | Original Paper

Realizing implementation through relational exchanges with top managers: the mediating role of middle managers’ divergent strategic behavior

verfasst von: Samir L. Vaz, Anneloes M. L. Raes, Mariano L. M. Heyden

Erschienen in: Journal of Management Control | Ausgabe 1/2022

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

Middle managers need leeway to effectively implement strategy. However, in doing so, middle managers may vary in the extent to which they diverge from top managers’ intentions, affecting implementation realization. We build on social exchange theory to examine the role of middle managers’ (MM) relational exchanges with top managers (TM), to understand how divergent strategic behavior mediates the association between TM–MM relational exchanges and implementation realization. We contribute a complementary perspective by conceptualizing middle managers as calculative agents who account for their relational exchanges with top managers in their implementation behaviors. In particular, we argue that middle managers assess the benefits and risks from their relational exchanges with TMs in strategy implementation; balancing the extent to which they facilitate the adaptability of implementation, since the required divergent strategic behaviors can enable or constrain the realization of TM's plans. Empirical evidence from 104 middle managers in a large telecommunication company mostly supports our hypotheses of a full mediation effect of middle managers’ divergent strategic behavior of facilitating adaptability, which causes their relational exchanges with top managers to indirectly shape implementation realization. These findings contribute to scholarly work on interpersonal relationships between top and middle managers during strategy implementation.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Anhänge
Nur mit Berechtigung zugänglich
Fußnoten
1
Kolmogorov–Smirnov.
 
2
Mann–Whitney.
 
3
Interclass correlation.
 
4
Inter-rater reliability.
 
5
Statistical significance for interrater agreement.
 
Literatur
Zurück zum Zitat Agresti, A. (2018). An introduction to categorical data analysis. Wiley. Agresti, A. (2018). An introduction to categorical data analysis. Wiley.
Zurück zum Zitat Barclay, D., Higgins, C., & Thompson, R. (1995). The partial least squares (PLS) approach to casual modeling: Personal computer adoption ans use as an illustration. Barclay, D., Higgins, C., & Thompson, R. (1995). The partial least squares (PLS) approach to casual modeling: Personal computer adoption ans use as an illustration.
Zurück zum Zitat Blau, P. M. (1964). Exchange and power in social life. Wiley. Blau, P. M. (1964). Exchange and power in social life. Wiley.
Zurück zum Zitat Brown, J. S., & Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40–57.CrossRef Brown, J. S., & Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40–57.CrossRef
Zurück zum Zitat Burgelman, R. A. (1991). Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2(3), 239–262.CrossRef Burgelman, R. A. (1991). Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2(3), 239–262.CrossRef
Zurück zum Zitat Carpenter, M. A., & Westphal, J. D. (2001). The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making. Academy of Management Journal, 44(4), 639–660. https://doi.org/10.5465/3069408CrossRef Carpenter, M. A., & Westphal, J. D. (2001). The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making. Academy of Management Journal, 44(4), 639–660. https://​doi.​org/​10.​5465/​3069408CrossRef
Zurück zum Zitat Cook, K. S., & Hegtvedt, K. A. (1986). Justice and power. In Justice in social relations (pp. 19–41). Springer. Cook, K. S., & Hegtvedt, K. A. (1986). Justice and power. In Justice in social relations (pp. 19–41). Springer.
Zurück zum Zitat Cook, K. S., Cheshire, C., Rice, E. R., & Nakagawa, S. (2013). Social exchange theory. Handbook of Social Psychology, 61–88. Cook, K. S., Cheshire, C., Rice, E. R., & Nakagawa, S. (2013). Social exchange theory. Handbook of Social Psychology, 61–88.
Zurück zum Zitat Floyd, S. W., & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type: A research note. Strategic Management Journal, 13(S1), 153–167.CrossRef Floyd, S. W., & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type: A research note. Strategic Management Journal, 13(S1), 153–167.CrossRef
Zurück zum Zitat French, J. R., Raven, B., & Cartwright, D. (1959). The bases of social power. Classics of Organization Theory, 7, 311–320. French, J. R., Raven, B., & Cartwright, D. (1959). The bases of social power. Classics of Organization Theory, 7, 311–320.
Zurück zum Zitat Galbraith, J. R. (1974). Organization design: An information processing view. Interfaces, 4(3), 28–36.CrossRef Galbraith, J. R. (1974). Organization design: An information processing view. Interfaces, 4(3), 28–36.CrossRef
Zurück zum Zitat Goffman, E. (1967). Interaction ritual: Essays on face-to-face interaction. Garden City, NY. Goffman, E. (1967). Interaction ritual: Essays on face-to-face interaction. Garden City, NY.
Zurück zum Zitat Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 161–178. Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 161–178.
Zurück zum Zitat Grove, A. S. (2015). High output management. Vintage. Grove, A. S. (2015). High output management. Vintage.
Zurück zum Zitat Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis, 5th edn. Prentice Hall. Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis, 5th edn. Prentice Hall.
Zurück zum Zitat Heller, F. A., & Yukl, G. (1969). Participation, managerial decision-making, and situational variables. Organizational Behavior and Human Performance, 4(3), 227–241.CrossRef Heller, F. A., & Yukl, G. (1969). Participation, managerial decision-making, and situational variables. Organizational Behavior and Human Performance, 4(3), 227–241.CrossRef
Zurück zum Zitat Heyden, M. L., Fourné, S. P. L., Koene, B. A. S., Werkman, R., & Ansari, S. (2017). Rethinking ‘Top-Down’ and ‘Bottom-Up’ roles of top and middle managers in organizational change: Implications for employee support. Journal of Management Studies, 54(7), 961–985. https://doi.org/10.1111/joms.12258CrossRef Heyden, M. L., Fourné, S. P. L., Koene, B. A. S., Werkman, R., & Ansari, S. (2017). Rethinking ‘Top-Down’ and ‘Bottom-Up’ roles of top and middle managers in organizational change: Implications for employee support. Journal of Management Studies, 54(7), 961–985. https://​doi.​org/​10.​1111/​joms.​12258CrossRef
Zurück zum Zitat Hochschild, A. R. (1979). Emotion work, feeling rules, and social structure. American Journal of Sociology, 85(3), 551–575.CrossRef Hochschild, A. R. (1979). Emotion work, feeling rules, and social structure. American Journal of Sociology, 85(3), 551–575.CrossRef
Zurück zum Zitat Hollander, M., Wolfe, D. A., & Chicken, E. (2013). Nonparametric statistical methods (Vol. 751). Wiley. Hollander, M., Wolfe, D. A., & Chicken, E. (2013). Nonparametric statistical methods (Vol. 751). Wiley.
Zurück zum Zitat Homans, G. C. (1961). Social behavior. Harcourt Brace. Homans, G. C. (1961). Social behavior. Harcourt Brace.
Zurück zum Zitat Hoyle, R. H., & Duvall, J. L. (2004). Determining the number of factors in exploratory and confirmatory factor analysis. Handbook of quantitative methodology for the social sciences, 301–315. Hoyle, R. H., & Duvall, J. L. (2004). Determining the number of factors in exploratory and confirmatory factor analysis. Handbook of quantitative methodology for the social sciences, 301–315.
Zurück zum Zitat Kanter, R. M. (1977). Men and women of the corporation. Basic Books. Kanter, R. M. (1977). Men and women of the corporation. Basic Books.
Zurück zum Zitat Kanter, R. M. (1981). The middle manager as innovator. Harvard Business Review, 60(4), 95–105. Kanter, R. M. (1981). The middle manager as innovator. Harvard Business Review, 60(4), 95–105.
Zurück zum Zitat Kipnis, D. (1972). Does power corrupt? Journal of Personality and Social Psychology, 24(1), 33.CrossRef Kipnis, D. (1972). Does power corrupt? Journal of Personality and Social Psychology, 24(1), 33.CrossRef
Zurück zum Zitat Likert, R. (1961). New patterns of management. McGraw-HillBook Company. Likert, R. (1961). New patterns of management. McGraw-HillBook Company.
Zurück zum Zitat Ling, Y., Floyd, S. W., & Baldridge, D. C. (2005). Toward a model of issue-selling by subsidiary managers in multinational organizations. Journal of International Business Studies, 36(6), 637–654.CrossRef Ling, Y., Floyd, S. W., & Baldridge, D. C. (2005). Toward a model of issue-selling by subsidiary managers in multinational organizations. Journal of International Business Studies, 36(6), 637–654.CrossRef
Zurück zum Zitat Madison, D. L., Allen, R. W., Porter, L. W., Renwick, P. A., & Mayes, B. T. (1980). Organizational politics: An exploration of managers’ perceptions. Human Relations, 33(2), 79–100.CrossRef Madison, D. L., Allen, R. W., Porter, L. W., Renwick, P. A., & Mayes, B. T. (1980). Organizational politics: An exploration of managers’ perceptions. Human Relations, 33(2), 79–100.CrossRef
Zurück zum Zitat March, J. G. (1962). The business firm as a political coalition. The Journal of Politics, 24(4), 662–678.CrossRef March, J. G. (1962). The business firm as a political coalition. The Journal of Politics, 24(4), 662–678.CrossRef
Zurück zum Zitat Markovsky, B., Willer, D., & Patton, T. (1988). Power relations in exchange networks. American Sociological Review, 220–236. Markovsky, B., Willer, D., & Patton, T. (1988). Power relations in exchange networks. American Sociological Review, 220–236.
Zurück zum Zitat Mohrman, S. A. (1979). A new look at participation in decision making: The concept of political access. Academy of Management Proceedings. Mohrman, S. A. (1979). A new look at participation in decision making: The concept of political access. Academy of Management Proceedings.
Zurück zum Zitat Molm, L. D. (1988). The structure and use of power: A comparison of reward and punishment power. Social Psychology Quarterly, 108–122. Molm, L. D. (1988). The structure and use of power: A comparison of reward and punishment power. Social Psychology Quarterly, 108–122.
Zurück zum Zitat Pappas, J. M., & Flaherty, K. E. (2008). The effect of trust on customer contact personnel strategic behavior and sales performance in a service environment. Journal of Business Research, 61(9), 894–902.CrossRef Pappas, J. M., & Flaherty, K. E. (2008). The effect of trust on customer contact personnel strategic behavior and sales performance in a service environment. Journal of Business Research, 61(9), 894–902.CrossRef
Zurück zum Zitat Pesämaa, O. (2017). Personnel-and action control in gazelle companies in Sweden. Journal of Management Control, 28(1), 107–132.CrossRef Pesämaa, O. (2017). Personnel-and action control in gazelle companies in Sweden. Journal of Management Control, 28(1), 107–132.CrossRef
Zurück zum Zitat Pettigrew, A. M. (1977). Strategy formulation as a political process. International Studies of Management & Organization, 7(2), 78–87.CrossRef Pettigrew, A. M. (1977). Strategy formulation as a political process. International Studies of Management & Organization, 7(2), 78–87.CrossRef
Zurück zum Zitat Pfister, J. A., Jack, S. L., & Darwin, S. N. (2017). Strategizing open innovation: How middle managers work with performance indicators. Scandinavian Journal of Management, 33(3), 139–150.CrossRef Pfister, J. A., Jack, S. L., & Darwin, S. N. (2017). Strategizing open innovation: How middle managers work with performance indicators. Scandinavian Journal of Management, 33(3), 139–150.CrossRef
Zurück zum Zitat Raes, A. M., Glunk, U., Heijltjes, M. G., & Roe, R. A. (2007). Top management team and middle managers making sense of leadership. Small Group Research, 38(3), 360–386.CrossRef Raes, A. M., Glunk, U., Heijltjes, M. G., & Roe, R. A. (2007). Top management team and middle managers making sense of leadership. Small Group Research, 38(3), 360–386.CrossRef
Zurück zum Zitat Reimer, M., Van Doorn, S., & Heyden, M. L. (2016a). Managers and management control systems in the strategy process. Journal of Management Control, 27(2–3), 121–127.CrossRef Reimer, M., Van Doorn, S., & Heyden, M. L. (2016a). Managers and management control systems in the strategy process. Journal of Management Control, 27(2–3), 121–127.CrossRef
Zurück zum Zitat Reimer, M., Van Doorn, S., & Heyden, M. L. (2016b). “Where the rubber hits the road”: A panel discussion on management control systems at the middle management level. Journal of Management Control, 27(2–3), 281–287.CrossRef Reimer, M., Van Doorn, S., & Heyden, M. L. (2016b). “Where the rubber hits the road”: A panel discussion on management control systems at the middle management level. Journal of Management Control, 27(2–3), 281–287.CrossRef
Zurück zum Zitat Rieg, R. (2018). Tasks, interaction and role perception of management accountants: Evidence from Germany. Journal of Management Control, 29(2), 183–220.CrossRef Rieg, R. (2018). Tasks, interaction and role perception of management accountants: Evidence from Germany. Journal of Management Control, 29(2), 183–220.CrossRef
Zurück zum Zitat Simons, R. (1995). Levers of control. Harvard Business School Press. Simons, R. (1995). Levers of control. Harvard Business School Press.
Zurück zum Zitat Simons, R. (2000). Performance measurement and control systems for implementing strategy. Prentice Hall. Simons, R. (2000). Performance measurement and control systems for implementing strategy. Prentice Hall.
Zurück zum Zitat Sull, D. N., & Spinosa, C. (2007). Promise-based management. Harvard Business Review, 85(4), 79–86. Sull, D. N., & Spinosa, C. (2007). Promise-based management. Harvard Business Review, 85(4), 79–86.
Zurück zum Zitat Tarakci, M., Ateş, N. Y., Floyd, S. W., Ahn, Y., & Wooldridge, B. (2018). Performance feedback and middle managers’ divergent strategic behavior: The roles of social comparisons and organizational identification. Strategic Management Journal, 39(4), 1139–1162. https://doi.org/10.1002/smj.2745CrossRef Tarakci, M., Ateş, N. Y., Floyd, S. W., Ahn, Y., & Wooldridge, B. (2018). Performance feedback and middle managers’ divergent strategic behavior: The roles of social comparisons and organizational identification. Strategic Management Journal, 39(4), 1139–1162. https://​doi.​org/​10.​1002/​smj.​2745CrossRef
Zurück zum Zitat Vilà, J., & Canales, J. I. (2008). Can strategic planning make strategy more relevant and build commitment over time? The case of RACC. Long Range Planning, 41(3), 273–290.CrossRef Vilà, J., & Canales, J. I. (2008). Can strategic planning make strategy more relevant and build commitment over time? The case of RACC. Long Range Planning, 41(3), 273–290.CrossRef
Zurück zum Zitat Waldron, V. R., & Hunt, M. D. (1992). Hierarchical level, length, and quality of supervisory relationship as predictors of subordinates’ use of maintenance tactics. Communication Reports, 5(2), 82–89.CrossRef Waldron, V. R., & Hunt, M. D. (1992). Hierarchical level, length, and quality of supervisory relationship as predictors of subordinates’ use of maintenance tactics. Communication Reports, 5(2), 82–89.CrossRef
Zurück zum Zitat Weick, K. (1979). The social psychology of organizing. Addison-Wesley. Weick, K. (1979). The social psychology of organizing. Addison-Wesley.
Zurück zum Zitat Wolf, C. (2017). Middle management engagement in strategic planning routines: A mindfulness perspective. Edward Elgar Publishing. Wolf, C. (2017). Middle management engagement in strategic planning routines: A mindfulness perspective. Edward Elgar Publishing.
Zurück zum Zitat Yamagishi, T., Cook, K. S., & Watabe, M. (1998). Uncertainty, trust, and commitment formation in the United States and Japan. American Journal of Sociology, 104(1), AJSv104p165–194. Yamagishi, T., Cook, K. S., & Watabe, M. (1998). Uncertainty, trust, and commitment formation in the United States and Japan. American Journal of Sociology, 104(1), AJSv104p165–194.
Metadaten
Titel
Realizing implementation through relational exchanges with top managers: the mediating role of middle managers’ divergent strategic behavior
verfasst von
Samir L. Vaz
Anneloes M. L. Raes
Mariano L. M. Heyden
Publikationsdatum
17.01.2022
Verlag
Springer Berlin Heidelberg
Erschienen in
Journal of Management Control / Ausgabe 1/2022
Print ISSN: 2191-4761
Elektronische ISSN: 2191-477X
DOI
https://doi.org/10.1007/s00187-021-00333-4

Premium Partner