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Open Access
Article
Publication date: 9 July 2024

Mishumo Emmanuel Mamburu, Nadine de Metz and Annemarie Davis

Amidst calls for more research that combines the concepts of identity and strategy, particularly in a public sector context, this study explored the identity dynamics between two…

Abstract

Purpose

Amidst calls for more research that combines the concepts of identity and strategy, particularly in a public sector context, this study explored the identity dynamics between two groups of managers within a multi-level perspective in a government department. The aim of this study is to provide a dynamic and holistic view of how middle manager identity is experienced and how best to utilise middle managers and their abilities.

Design/methodology/approach

Through a practice-based perspective, the study used a case study design, and 26 in-depth interviews were conducted with 2 groups, namely directors and middle managers.

Findings

Findings revealed that, whilst participating middle managers were viewed as critical strategists, there was a misalignment of expectations between directors and middle managers, and this reflected an ambiguous and complex environment where middle managers were situated. The findings also reflected tensions and power dynamics evident between middle managers and their direct supervisors, and these shaped the way in which middle managers responded to or were influenced by such tensions. Our research confirms the dynamic nature of identity at a multi-level perspective.

Practical implications

The findings of the current study may be useful in providing insight into how middle managers can be utilised to the best of their ability within a public sector department.

Originality/value

The study contributes to strategy-identity studies using a practice-oriented lens in an under-explored government context. We present a better understanding of the reciprocal tensions and inter-relationships between identity and strategy from the perspective of two levels and explore how this affects strategy practices and processes.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 13 May 2024

Mendiola Teng-Calleja, Jaimee Felice Caringal-Go, Ma. Tonirose D. Mactal, Jonah L. Fabul, Rhoger Marvin H. Reyes, Ed Joseph Bulilan, Clarisse Aeaea M. Kilboy and Raquel Cementina-Olpoc

The purpose of the study is to explore the experiences and sense-making of middle managers in transitioning to and implementing hybrid work arrangements.

Abstract

Purpose

The purpose of the study is to explore the experiences and sense-making of middle managers in transitioning to and implementing hybrid work arrangements.

Design/methodology/approach

Using the lens and analytical procedures of interpretative phenomenological analysis, data were collected during the transition time at the tail end of the COVID-19 pandemic as many organizations were navigating the hybrid work setup. In-depth semi-structured interviews were conducted with 12 middle managers from various organizations in the Philippines that have been implementing a hybrid work arrangement for at least 3 months.

Findings

Findings illustrate the challenges experienced by the middle managers in facilitating a smooth transition to onsite work, managing adjustments on when and where to work and bridging the imperatives of top management as well as the preferences of team members (managing upward and downward). The results describe strategies used by middle managers to balance deliverables and employee needs while demonstrating compassionate leadership in relating with direct reports. The middle managers also engaged in self-care, used reframing and sought support from family and peers to cope with challenges.

Practical implications

The findings exemplified how the middle managers experience of transitioning to hybrid work reflect various contextual and cultural nuances. These external realities must be considered in providing support to these groups of employees particularly in developing leadership programs that addresses their social and emotional needs.

Originality/value

The paper contributes to the limited research on middle managers' experiences in a hybrid work setup despite their critical role as change agents responsible for leading teams (van Dam et al., 2021).

Details

International Journal of Workplace Health Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8351

Keywords

Article
Publication date: 17 May 2024

Makoto Matsuo

Although strengths use support (SUS) has been shown to facilitate employee strengths use and work engagement, little is known about how senior managers’ SUS affects middle…

Abstract

Purpose

Although strengths use support (SUS) has been shown to facilitate employee strengths use and work engagement, little is known about how senior managers’ SUS affects middle managers’ SUS. The purpose of the present research was to examine the trickle-down effect of SUS from superiors on SUS for subordinates.

Design/methodology/approach

A two-wave questionnaire survey was conducted to collect data from middle managers (n = 228) at a global manufacturing firm in Japan.

Findings

The results of structural equation modeling indicated that (1) SUS from superiors indirectly promoted SUS for subordinates mediated through middle managers’ strength use, and (2) SUS from superiors indirectly promoted SUS for subordinates mediated through middle managers’ strength use, and subsequently through their work engagement.

Research limitations/implications

As the respondents were middle-level managers at a manufacturing firm in Japan and were all Japanese nationals, indigenous culture and traditional work mentality may have affected the results.

Practical implications

To create a supportive learning culture in an organization, human resource (HR) managers need to encourage senior-level managers to provide SUS for middle managers through HR systems such as training, appraisal, and survey feedback.

Originality/value

This study may be the first to clarify how SUS from superiors is linked to SUS for subordinates by identifying the mediating effects of strength use and work engagement, based on the Job-Demand Resources model, the Social Cognitive theory, and the trickle-down effect.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Open Access
Article
Publication date: 28 August 2024

Jun Xie, Xiangdan Piao and Shunsuke Managi

Following the job demands-resources theory, this study aims to investigate the role of female managers in enhancing employee well-being in terms of psychological health via…

Abstract

Purpose

Following the job demands-resources theory, this study aims to investigate the role of female managers in enhancing employee well-being in terms of psychological health via workplace resources.

Design/methodology/approach

Based on a large-scale job stress survey of approximately 96,000 employee-year observations ranging from 2017 to 2019, this study applies structural equation modeling to construct latent workplace resources at the task, group and worksite levels and then examines the impact of female managers on employee well-being, including occupational stress, job satisfaction, work engagement and workplace cohesiveness.

Findings

The findings provide supporting evidence for the transformational leadership behaviors of female managers. The presence of women in management is associated with improved workplace resources and employee well-being, particularly workplace cohesiveness, work engagement and reduced occupational stress. These relationships are significantly mediated by workplace resources, which elucidates the underlying mechanisms involved. Notably, the positive indirect effects via workplace resources could counteract the negative direct effects of female managers. Compared with top managers, female middle managers have more substantial impacts.

Practical implications

In practice, it is recommended to promote female representation at the management level and strengthen policies that support female middle managers to ensure favorable effects on workplace resources. In a gender-diverse management team, it is important to share female managers’ experiences in improving employee psychological well-being.

Originality/value

This study provides new empirical evidence to support the transformational leadership behaviors of female managers and elucidates the mechanism of female managers’ influence on employee well-being by introducing workplace resources as mediators.

Details

Gender in Management: An International Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 17 April 2024

Niluh Putu Dian Rosalina Handayani Narsa, Lintang Lintang Merdeka and Kadek Trisna Dwiyanti

The primary aim of this research was to investigate the mediating effect of the decision-making structure on the relationship between perceived environmental uncertainty and…

Abstract

Purpose

The primary aim of this research was to investigate the mediating effect of the decision-making structure on the relationship between perceived environmental uncertainty and hospital performance.

Design/methodology/approach

Online and manual survey questionnaires were used to collect data in this study. The target population of this study consists of all middle managers within 11 COVID-19 referral hospitals in Surabaya. A total of 189 responses were collected, however, 27 incomplete responses were excluded from the final dataset. Data was analyzed using SEM-PLS.

Findings

The study's findings indicate that decision-making structure plays a role in mediating the link between perceived environmental uncertainty and hospital performance assessed via the Balanced Scorecard, highlighting the significance of flexible decision-making processes during uncertain periods. Moreover, based on our supplementary test, respondents' demographic characteristics influence their perceptions of hospital performance.

Practical implications

Hospital administrators can consider the significance of decision-making structures in responding to environmental uncertainties like the COVID-19 pandemic. By fostering adaptable decision-making processes and empowering middle managers, hospitals may enhance their performance and resilience in challenging situations. Additionally, based on supplementary tests, it is found that differences in the perception of the three Balanced Scorecard perspectives imply that hospitals categorized as types A, B, C, and D should prioritize specific areas to improve their overall performance.

Originality/value

This research adds substantial originality and value to the existing body of knowledge by exploring the interplay between decision-making structures, environmental uncertainty, and hospital performance. It contributes to the literature by specifically focusing on the Covid-19 pandemic, a unique and unprecedented global crisis.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 7 August 2024

Janelle Chan and Sean McGinley

Due to the global labor shortage, the labor-heavy and high turnover hospitality industry is now recruiting from nontraditional sources. This study aims to investigate the views of…

Abstract

Purpose

Due to the global labor shortage, the labor-heavy and high turnover hospitality industry is now recruiting from nontraditional sources. This study aims to investigate the views of people in the hotel industry to better understand how people with disabilities can obtain jobs in the hotel industry and how they are treated.

Design/methodology/approach

The study used a constructivist approach to grounded theory. Interviews were conducted with senior managers, middle managers and line-level employees at both internationally branded and locally branded hotels and who worked at upscale and midscale hotels to tell their perspectives about recruiting and working with people with disabilities.

Findings

Senior managers showed positive attitudes toward hiring people with disabilities but lacked pragmatic considerations about their integration into teams. Middle managers were the most hesitant, primarily due to practical concerns about accommodating their workplace needs. Line-level staff at midscale hotels were more open to working with colleagues with disabilities compared to those at high-end properties.

Originality/value

Limited research has been conducted on the broad perspectives regarding workers with disabilities in the hospitality industry. The study reveals not only the impact of managerial level on managers’ perspectives, but also how hotel class influenced the views of the coworkers and potential coworkers of people with disabilities. These distinctions not only help to advance our theoretical understanding of careers and hospitality labor markets but also inform operators on how to best integrate and recruit people with disabilities.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

Keywords

Open Access
Article
Publication date: 18 January 2024

Louise B. Kringelum, Casper Gamborg Holm, Jens Holmgren, Ole Friis and Katrine Freja Jensen

The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have…

2241

Abstract

Purpose

The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.

Design/methodology/approach

Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.

Findings

The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.

Research limitations/implications

Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.

Originality/value

The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 3 July 2023

Ian R. Hodgkinson, Paul Hughes, Higor Leite and Younggeun Lee

Public service organizations (PSOs) face a critical dilemma: how to generate more value for society but with a much-reduced resource base. The article advances the strategy axis…

Abstract

Purpose

Public service organizations (PSOs) face a critical dilemma: how to generate more value for society but with a much-reduced resource base. The article advances the strategy axis of entrepreneurial orientation (EO) research by examining EO and proactive market orientation (PMO) as joint-strategic approaches to this end, and how the characteristics of public managers may moderate the paths to value creation.

Design/methodology/approach

The article draws on a unique survey-based dataset developed from Brazilian PSOs and employs structural equation modelling for hypotheses testing. Post-hoc analysis, by way of analysis of variance, demonstrates the joint impact of the two strategic approaches on public service performance level.

Findings

Entrepreneurial and PMOs are revealed as routes to enhanced service performance, but managers’ domain expertise negatively moderates these relationships. Post-hoc analysis reveals how organizations displaying higher levels of both orientations realize superior performance, relative to those favouring either/or.

Originality/value

The study contributes new evidence for EO model specificity by examining a narrowly bounded sample of PSOs; addresses the neglect of other outcome variables beyond traditional performance, showing the value of EO for society and offers new insights to the managerial conditions that moderate the positive synergies between EO, PMO and service performance.

Details

International Journal of Entrepreneurial Behavior & Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 22 December 2023

Qian Yi Lee, Adrian Wilkinson and Keith Townsend

Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how…

Abstract

Purpose

Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance.

Design/methodology/approach

This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases.

Findings

The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process.

Originality/value

The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 12 July 2024

Jianyao Jia, Shan Jiang, Liang Xiao and Fei Lu

The adoption of emerging information and communication technologies in construction project teams has engendered numerous virtual spaces, characterized by communication visibility…

Abstract

Purpose

The adoption of emerging information and communication technologies in construction project teams has engendered numerous virtual spaces, characterized by communication visibility and content persistence. As a result, the knowledge exchanged in these virtual spaces serves as a team’s digital resources. However, the extant literature mostly takes a process-based approach to examine the impact of knowledge sharing, thus failing to fully comprehend the process of converting digital resources into performance, resulting in a gap in the literature.

Design/methodology/approach

This study employs team resource-based theory to construct a theoretical model and develop hypotheses. Specifically, knowledge integration capability and team efficacy are hypothesized as two types of critical capabilities that mediate the links between knowledge sharing (quantity and quality) in virtual spaces and management performance. Data from 128 middle and senior construction project managers were collected to test the proposed theoretical model.

Findings

The results suggest that relationships between knowledge sharing (quantity and quality) and project management performance are both mediated by knowledge integration capability. Moreover, team efficacy could only partially translate knowledge sharing quantity into performance and couldn’t transform knowledge sharing quality into performance. Besides, knowledge integration is found to strengthen the link between knowledge sharing quantity and performance but weaken the relationship between knowledge sharing quality and performance.

Originality/value

This study explores how knowledge shared in virtual spaces could be leveraged for improving management performance in construction project teams. The findings in this study enhance the understanding of knowledge sharing in digital environments and afford important insights into transforming digital resources into performance within construction project teams.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

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