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| Author: | Balogun, J. |
| Title: | From Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries |
| Journal: | British Journal of Management
2003 : MAR, VOL. 14:1, p. 69-84 |
| Index terms: | MIDDLE MANAGERS CHANGE STRATEGIC MANAGEMENT MANAGERIAL ACTIVITIES |
| Language: | eng |
| Abstract: | Middle managers have been under attack as organizational downsizing and re-engineering have reduced their number. They are also frequently portrayed as obstructive and resistant to change. However, recent research suggests that managers at middle levels in organizations may be able to make a strategic contribution. Data from research on how managers in an organization undergoing transformation experience change are used to build on this existing research to demonstrate that middle managers fulfill a complex 'change intermediary' position during implementation. The findings reveal that a key aspect of this position is the need for middle managers to engage in a range of activities to aid their interpretation of the change intent. |
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