Middle managers' knowledge of strategy: antecedents, cognitive accuracy and self-awareness

Cruikshank, Ruth; Auster, Ellen R.; Basir, Nada; Ruebottom, Trish

doi:10.1504/ijscm.2015.069524

Cited by 2 publications

(1 citation statement)

References 106 publications

(93 reference statements)

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“…In order for middle managers to successfully leverage these knowledge and communication skills, they must both understand their role and possess the requisite ability to leverage their position in the organization [ 71 ]. This is emphasized through the middle managers’ understanding of the role itself, via role conflict and ambiguity [ 72 ].…”

Section: Toward a Conceptual/theoretical Understanding Of Middle Manamentioning

confidence: 99%

Understanding middle managers’ influence in implementing patient safety culture

Gutberg

Berta

2017

BMC Health Serv Res

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BackgroundThe past fifteen years have been marked by large-scale change efforts undertaken by healthcare organizations to improve patient safety and patient-centered care. Despite substantial investment of effort and resources, many of these large-scale or “radical change” initiatives, like those in other industries, have enjoyed limited success – with practice and behavioural changes neither fully adopted nor ultimately sustained – which has in large part been ascribed to inadequate implementation efforts. Culture change to “patient safety culture” (PSC) is among these radical change initiatives, where results to date have been mixed at best.DiscussionThis paper responds to calls for research that focus on explicating factors that affect efforts to implement radical change in healthcare contexts, and focuses on PSC as the radical change implementation. Specifically, this paper offers a novel conceptual model based on Organizational Learning Theory to explain the ability of middle managers in healthcare organizations to influence patient safety culture change.SummaryWe propose that middle managers can capitalize on their unique position between upper and lower levels in the organization and engage in ‘ambidextrous’ learning that is critical to implementing and sustaining radical change. This organizational learning perspective offers an innovative way of framing the mid-level managers’ role, through both explorative and exploitative activities, which further considers the necessary organizational context in which they operate.

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Section: Toward a Conceptual/theoretical Understanding Of Middle Manamentioning

confidence: 99%