A psychological perspective on middle managers’ strategic championing behavior

Ateş, Nüfer Yasin; Tarakci, Murat; Ahn, Yoojung; Floyd, Steven W.; Wooldridge, Bill

doi:10.4337/9781783473250.00027

Cited by 2 publications

(2 citation statements)

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“…Several sub-streams of research on corporate entrepreneurship have highlighted the relevance of individuals. First, some scholars have specifically focused on individuals' characteristics in corporate entrepreneurship (Hisrich, 1990;Naffziger et al, 1994;Pinchot III, 1985;De Jong et al, 2015;Ireland et al, 2009;Ates et al, 2015;Hostager et al, 1998;Haynie et al, 2010). Naffziger et al (1994), for instance, argues that personal characteristics and goals as well as the personal and business environment of the corporate entrepreneur might affect decisions to behave entrepreneurially.…”

Section: Corporate Entrepreneurshipmentioning

confidence: 99%

Entrepreneurial initiatives as a microfoundation of dynamic capabilities

Mahringer

Renzl

2018

JAOC

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Purpose-The purpose of this paper is to show how entrepreneurial initiatives in organizations serve as a microfoundation of dynamic capabilities and, thus, foster change in organizations. Design/methodology/approach-This paper revises and applies conceptual as well as empirical research on dynamic capabilities, their microfoundations and corporate entrepreneurship. In addition, it develops a model of how entrepreneurial initiatives, operative routines and capabilities interact. Findings-The paper develops a model of how entrepreneurial initiatives in organizations represent a microfoundation of dynamic capabilities. First, the model shows that environmental dynamism reduces fit of operative routines and capabilities. Second, the model states that entrepreneurial initiatives are triggered by operative routines and capabilities in respect of environmental dynamism. Third, the model suggests that entrepreneurial initiatives disrupt operative routines and capabilities and, thus, restore their fit in dynamic environments. The paper contributes to current research on dynamic capabilities, their microfoundations and corporate entrepreneurship. Originality/value-This paper addresses the tension between routinization and the entrepreneurial nature of dynamic capabilities. Considering entrepreneurial initiatives as a microfoundation shows that dynamic capabilities might be entrepreneurial, but still preserve their patterned nature enabling repeated execution. This approach provides a way to reconcile the two sub-streams in dynamic capability research and preserve their ontological assumptions. Moreover, this paper extends the literature on dynamic capabilities by ascertaining how individual and group level entrepreneurial initiatives operate within a broader context.

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Section: Corporate Entrepreneurshipmentioning

confidence: 99%

Entrepreneurial initiatives as a microfoundation of dynamic capabilities

Mahringer

Renzl

2018

JAOC

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“…We are entering an era where career orientations of middle managers are becoming much more self‐directed and value‐based rather than being strongly driven extrinsically (Harris and Ogbonna, 2020). Together, such unprecedented changes call for greater middle manager autonomy, flexibility, and adaptability for championing change (Ates et al, 2017; Wolf, 2019).…”

Section: Shifts In Organizing Technology and Needsmentioning

confidence: 99%

Heroes or Villains? Recasting Middle Management Roles, Processes, and Behaviours

Tarakci,

Heyden,

Rouleau

et al. 2023

J Management Studies

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Middle management ranks are once again being questioned by scholars and practitioners alike. This introduction to the special issue represents a timely reference point for consolidating, reviving, and guiding the next wave of researchers seeking to engage this debate. We review the foundations and recent advances in middle management research and develop an organizing framework in terms of middle management's organizational roles, coordination processes, and agentic behaviours. We also identify how new ways of organizing, technology, and middle manager needs are changing to shape each of these themes. The collection of works we synthesize in this introduction offer theoretical advances and empirical evidence on how these changes affect middle management roles, processes, and behaviours. We conclude by mapping out promising research avenues for future research in middle management.

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A psychological perspective on middle managers’ strategic championing behavior

Cited by 2 publications

References 0 publications

Entrepreneurial initiatives as a microfoundation of dynamic capabilities

Entrepreneurial initiatives as a microfoundation of dynamic capabilities

Heroes or Villains? Recasting Middle Management Roles, Processes, and Behaviours

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