Role of Middle Managers in Strategic Organizational Changes: A Conceptual Review
DOI:
https://doi.org/10.14738/abr.133.18394Keywords:
Change management, Strategic change, Organizational change, Change effectiveness, Middle managersAbstract
This review examines the recent theoretical development in the changes in the organization change in terms of structural change, the role of middle managers and the execution of digitalization of organizational practices. It discusses the effectiveness of change and leadership change or transformation in the modern organization to achieve sustainable competitive advantage. This requires strategic change and the changes of the viewpoint about the role of middle managers in an organization to cope out with the uncertain and volatile external environment. Throughout the strategic change literature, conceptualization of change leadership is based on the view of top to bottom approach where, the top management has the pivotal role to design the change initiatives. In some extent, the role of mid level managers have been recognized as linker or connector while, the first line managers have always been seen as the implementers of the process, designed at the top. Moreover, volatility in external environment due to technological disruption, changing nature of using data, virtual influence over the form of organizations and digitally organic organization management outlook have rendered the sustainability question of competitive advantage in risks. Based on the deficiencies of previous literature and scope within the trends of today’s organizations, this research will investigate the prospective role of mid level managers in strategic changes of organizational design.
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