“…A fruitful avenue would be to examine and consolidate the micro-processes through which TMs and MMs can actually make different role configurations work. Indeed, research in this area is gaining significant momentum, albeit in diverse niches, such as quality of change communications (Boselie and Koene, 2010;Vuori and Huy, 2016), shared professional identities to stimulate extra-role behaviours (Heyden et al, 2015a), regulatory foci of middle managers and their search behaviors (Ahmadi et al, 2017), a shared interpretative context to cope with the paradoxical change demands (Knight and Paroutis, 2016), strategic consensus involving different management levels (Tarakci et al, 2014), and integrative bargaining between TMs and MMs (Raes et al, 2011). Our study on TM-MM role configurations adds an important conceptual frame that allows us to organize, develop, and critically evaluate this nascent literature and question extant assumptions regarding the roles that TMs and MMs play in organizational change.…”