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Role Expectations and Middle Manager Strategic Agency

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  • Saku Mantere

Abstract

Based on an analysis of 262 interviews, I argue that role expectations have the potential to both enable and constrain middle manager strategic agency. To explain why the same role expectations have contradictory effects on agency, I analyse enabling conditions corresponding to four strategic role expectations, based on Floyd and Wooldridge's work on middle manager roles. After presenting eight enabling conditions for strategic agency, specific to the four role expectations, I argue that the dominant functionalist view of strategic roles should be augmented from a middle manager viewpoint. I suggest a reciprocal view of strategic role expectations, which elucidates the tensions between dialogue, legitimacy and rationality within a set of strategic roles. Copyright Blackwell Publishing Ltd 2007.

Suggested Citation

  • Saku Mantere, 2008. "Role Expectations and Middle Manager Strategic Agency," Journal of Management Studies, Wiley Blackwell, vol. 45(2), pages 294-316, March.
  • Handle: RePEc:bla:jomstd:v:45:y:2008:i:2:p:294-316
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    Citations

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    Cited by:

    1. Saku Mantere, 2013. "What Is Organizational Strategy? A Language-Based View," Journal of Management Studies, Wiley Blackwell, vol. 50(8), pages 1408-1426, December.
    2. F. Grazzini, 2010. "Processus de constitution des rôles managériaux dans la formation de la stratégie – une lecture ancrée dans la théorie des représentations sociales," Post-Print halshs-00534813, HAL.
    3. Cécile Godé & Pierre Barbaroux, 2009. "Gérer dans la complexité: quels rôles pour les technologies de collaboration?," Post-Print hal-00386399, HAL.
    4. Corrado Cuccurullo & Federico Lega, 2013. "Effective strategizing practices in pluralistic settings: the case of Academic Medical Centers," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(3), pages 609-629, August.
    5. repec:hal:gemwpa:hal-00864332 is not listed on IDEAS
    6. Maria Lusiani & Ann Langley, 2013. "Professionals as strategists? Channelling and organizing distributed strategizing," Working Papers 32, Department of Management, Università Ca' Foscari Venezia.
    7. repec:dau:papers:123456789/15193 is not listed on IDEAS
    8. Polzin, Friedemann & von Flotow, Paschen & Klerkx, Laurens, 2016. "Addressing barriers to eco-innovation: Exploring the finance mobilisation functions of institutional innovation intermediaries," Technological Forecasting and Social Change, Elsevier, vol. 103(C), pages 34-46.
    9. Stéphanie Dameron & Christophe Torset, 2014. "The Discursive Construction of Strategists' Subjectivities: Towards a Paradox Lens on Strategy," Journal of Management Studies, Wiley Blackwell, vol. 51(2), pages 291-319, March.
    10. repec:bla:jomstd:v:54:y:2017:i:7:p:961-985 is not listed on IDEAS
    11. Julia Balogun & Claus Jacobs & Paula Jarzabkowski & Saku Mantere & Eero Vaara, 2014. "Placing Strategy Discourse in Context: Sociomateriality, Sensemaking, and Power," Journal of Management Studies, Wiley Blackwell, vol. 51(2), pages 175-201, March.
    12. Marko Reimer & Sebastiaan Van Doorn & Mariano L. M. Heyden, 2016. "Managers and management control systems in the strategy process," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 27(2), pages 121-127, May.
    13. Florence Allard-Poesi, 2015. "Dancing in the dark: Making sense of managerial roles during strategic conversations," Post-Print hal-01490734, HAL.
    14. Florence Allard-Poesi, 2015. "Dancing in the Dark: Making Sense of Managerial Roles during Strategic Conversations," Working Papers hal-01145772, HAL.
    15. Cees B. M. van Riel & Guido Berens & Majorie Dijkstra, 2009. "Stimulating Strategically Aligned Behaviour Among Employees," Journal of Management Studies, Wiley Blackwell, vol. 46(7), pages 1197-1226, November.
    16. Tucker, Danielle A. & Hendy, Jane & Barlow, James, 2016. "The dynamic nature of social accounts: An examination of how interpretive processes impact on account effectiveness," Journal of Business Research, Elsevier, vol. 69(12), pages 6079-6087.
    17. Thomas Schaefer & Thomas Guenther, 2016. "Exploring strategic planning outcomes: the influential role of top versus middle management participation," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 27(2), pages 205-249, May.
    18. Tamim Elbasha & Alex Wright, 2017. "Reconciling structure and agency in strategy -as-practice research: Towards a strong- structuration theory approach," Post-Print hal-01557268, HAL.
    19. repec:eee:touman:v:51:y:2015:i:c:p:1-12 is not listed on IDEAS
    20. Esther Tippmann & Pamela Sharkey Scott & Vincent Mangematin, 2014. "Stimulating Knowledge Search Routines and Architecture Competences: The Role of Organizational Context and Middle Management," Grenoble Ecole de Management (Post-Print) hal-00864332, HAL.
    21. Paula Jarzabkowski & Julia Balogun, 2009. "The Practice and Process of Delivering Integration through Strategic Planning," Journal of Management Studies, Wiley Blackwell, vol. 46(8), pages 1255-1288, December.

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