Microfundamentos de (inter)ação da média gerência e alta administração na implementação estratégica

Abstract

Objective: We used the microfoundations lens to contribute to studies on the interaction between top and middle managers, as well as to studies on the cognitive effets of strategy implementation.Methodology: Empirical evidence result from a survey conducted with 104 middle managers of a large size telecommunications company operating in Brazil.Originality: Making use of traditional and contemporary literature and in opposition to simplified assumptions about managers’interfaces, we revealed the relevance of managerial interactions and their idiosyncratic and inimitable nature.Results: Our analyses revealed that a combination of micro adaptation practices by middle managers and their perceptions regarding top manager’s participative leadership positively influenced the way implementation is cognitively realised. Such effects are even more pronounced when the two groups of managers experience a good relationship.Theoretical contributions: The survey, in pointing to microfoundational aspects that contribute to strategy implementation, opens up possibilities for future studies based on this theoretical perspective. It also contributes to the practice, by elucidating aspects, both behavioural and cognitive, susceptible to management and to improvements in the implementation processes.

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“…These findings corroborate the arguments of Floyd and Wooldridge (1997) and Wooldridge, Schmid & Floyd (2008), Vaz & Bulgacov, 2018, Cruz et. al., 2020, and Vaz et. al., 2021, who state that middle management has, among its functions, the role of establishing connections between the strategic and operational levels of organizations, by acting as mediators, negotiators, and interpreters in the implementation of the strategy deliberated by senior management.…”

“…Middle managers establish connections between the strategic level and the operational level of organizations, as they act as mediators, negotiators, and interpreters, making middle management have a significant influence on organizations (Wooldridge, Schmid & Floyd, 2008;Vaz & Bulgacov, 2018;Cruz, et. al., 2020;Vaz et. al., 2021).…”

“…As a consequence of these adjustments, the organization is flexible, encouraging organizational learning, repertoire expansion, encouraging peers and subordinates to engage in activities to generate new ideas (Wooldridge, Schmid & Floyd, 2008;Vaz & Bulgacov, 2018;Cruz et. al., 2020;Vaz et. al., 2021).…”