The role of middle and top managers in the strategy process

Castañer, Xavier; Yu, Howard H.

doi:10.4337/9781783473250.00008

Cited by 3 publications

(1 citation statement)

References 64 publications

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“…In this way, we integrated DC (organizational level) with MM (individual and team level) in a contribution to multilevel research (Jim enez- Barrionuevo et al, 2011). Thereby, we contribute to the literature on the strategic influence of MM that has gained prominence in business and academic contexts in recent years (Castañer and Yu, 2017;Tarakci et al, 2018;Way et al, 2018). In regard to managerial practice, by analytically associating the micro-practices of MM with the DC dimensions, this article reveals how DC work in the daily life of organizations and offers implications to actions of MM executives.…”

Section: Introductionmentioning

confidence: 99%

Influence of middle management on dynamic capabilities

Cruz

Corrêa

Diniz

et al. 2021

JSMA

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PurposeThe dynamic capabilities (DC) literature focuses primarily on top managers. Although recent studies have drawn attention to middle management's (MM) relevance, these professionals have not been the focus of much attention in the DC literature. The purpose of this paper is to investigate whether and how MM influences DC dimensions.Design/methodology/approachThrough a qualitative strategy and case-study method, 13 MM professionals from four Brazilian companies embedded in competitive and dynamic contexts were investigated. The “micro-practices” approach was used to operationalize the DC construct.FindingsThe evidence shows that MM influences DC dimensions. This influence appears to emanate from 19 identified and named micro-practices.Practical implicationsBy examining how micro-practices (micro-level) influence macro-level DC dimensions, this article raises the significance of including the micro-practices identified herein in management-training programs.Originality/valueThe first relates to the identification of micro-practices within the MM scope. The second relates to the association of micro-practices with management functions. The third relates to the association of micro-practices with DC dimensions. Thereby, this article highlights how DC work in organizations' daily activities. The fourth is the construction of a framework that demonstrates how to integrate the DC micro (micro-practices), meso (managerial functions) and macro (DC dimensions) scopes. Fifth, this paper affirms the emerging research stream that stresses MM's relevance for DC generation.

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