The purpose of this paper is to build on the research-supported view that interactions between top and middle management enhances effective implementation of organizational strategies by exploring the role of internal actors in driving organizational strategy at the intersection between strategy formulation and strategy implementation.
Adopting a social practice perspective, we undertook semi-structured interviews of 27 top and middle level managers drawn from a single case organization. Data collected were analysed using thematic analysis.
Differences in managerial perception of strategy has significant impact on implementation of strategic decisions as well as creating tensions in recursive communication practices between internal social actors. Furthermore, individual perceptions cannot only limit the extent of strategy awareness amongst key actors, the manifestations through social interaction between top and middle managers is a critical determinant of effective communication and realization of organizational strategy.
The research contributes to the strategy process and practice literature by exploring the dynamic interactions taking place at the intersections of strategy formulation-implementation phases of organizational strategy. It particularly highlights practical issues in top and middle manager interactions and implications for successful strategy implementation.
Obembe, D., Al Mansour, J. and Kolade, O. (2021), "Strategy communication and transition dynamics amongst managers: a public sector organization perspective", Management Decision, Vol. 59 No. 8, pp. 1954-1971. https://doi.org/10.1108/MD-11-2019-1589
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