The strategic role of middle managers in the formulation and implementation of digital transformation projects

Christodoulou, Ioannis; Wasim, Jahangir; Reinhardt, Robert J.; Ivanov, Kirill

doi:10.1002/jsc.2528

Cited by 7 publications

(5 citation statements)

References 74 publications

(112 reference statements)

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“…Specifically, considering the impact of sustainable practices on financial resilience during and after restructuring could shed light on a company's ability to bounce back sustainably. Moreover, exploring how environmental, social, and governance, especially linked to the role of managers (Christodoulou et al, 2022), factors influence stakeholders' perceptions, market dynamics, and access to capital post-restructuring could be enlightening. Understanding whether companies with strong sustainability practices fare better in terms of investor confidence, market competitiveness, or long-term financial stability after a restructuring process would contribute to a well-rounded analysis.…”

Section: Discussionmentioning

confidence: 99%

The efficiency of preventive restructuring procedures: Evidence from France

Teti,

Tron,

Colantoni

et al. 2023

Strategic Change

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This article critically evaluates the effectiveness of the European Union's recent Directive on restructuring and insolvency law, specifically within the context of France, aimed at facilitating the restructuring of financially distressed firms within the Eurozone. Specifically, through the Kaplan–Meyer estimator and the log‐rank test, this research rigorously examines whether preventive restructurings surpass standard bankruptcy procedures in efficiency. The dataset under analysis is distinctly tailored, focusing on companies undergoing both types of restructuring procedures within the French jurisdiction. The study reveals that companies successfully undergoing a preventive restructuring procedure showcase higher survival rates, albeit coupled with weaker financial performances when compared to their counterparts undergoing the traditional bankruptcy process. This outcome challenges the prevalent assumption linking early‐stage restructuring with uniformly elevated survival rates and improved financial performance. A noteworthy concern stems from this observed trend, suggesting that the existence of discrete preventive restructuring procedures might inadvertently prolong the operational lifespan of financially inviable firms. This underscores the necessity for policymakers to meticulously craft preventive restructuring procedures, prioritizing debtor protection while proactively addressing the moral hazard predicament.

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Section: Discussionmentioning

confidence: 99%

The efficiency of preventive restructuring procedures: Evidence from France

Teti,

Tron,

Colantoni

et al. 2023

Strategic Change

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“…A qualitative method with iterative coding process has emerged as a method to analyze unstructured data obtained from interviews or questionnaires in research on measuring digital transformation. This qualitative method allows for a broad understanding and defines the fundamental concept of digital transformation and enables researchers to deeply analyze the subjective perspectives of participants and the underlying beliefs [41]. The application of this coding process in the measurement of digital transformation follows the steps of grounded theorys' three-level coding approach, starting from open coding or pre-set coding of terms related to digital transformation in the interviews.…”

Section: Questionnaire Scale Methodsmentioning

confidence: 99%

Measuring Corporate Digital Transformation: Methodology, Indicators and Applications

Zou,

Li,

et al. 2024

Sustainability

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With the rapid development of data science, digital technology is integrating deeply with enterprise management, driving companies towards digital transformation to achieve sustainable development. However, digital transformation is a systematic and comprehensive process, posing challenges in accurately depicting firm-level digitalization. Hence, this study systematically reviews measurement methods for digital transformation across various themes related to enterprise digitalization. Existing literature predominantly employs questionnaire analysis, quantitative statistics, and text analysis to gauge the extent of digital transformation. In terms of indicator construction, existing literature mainly relies on input, process, and outcome variables to construct measurement indicators. Nevertheless, due to the subjectivity of questionnaires, the uniqueness of industry data, and the limitations of textual information, these methods and the indicators derived from them possess distinct applicability scopes. Refining the measurement of digital transformation should hinge on both the research objectives and the characteristics of the data. Furthermore, through the analysis of industry cases such as agriculture, manufacturing and service industries, this study also reveals the unique characteristics encountered by these industries in the process of digital transformation, provides a more detailed summary of measurement methods for these specific industries, and emphasizes the importance of selecting measurement methods according to industry characteristics.

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“…Managers can use organisational systems and their managerial power to manipulate the focus of discussions by sensegiving (Schildt et al , 2020) and by directing attention towards certain aspects (Mikkelsen and Wåhlin, 2020). Therefore, the role of middle managers in organisational change is significant (Balogun and Johnson, 2004; Christodoulou et al , 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Sensegiving for organisational change in neglected workplaces: the case of Japanese call centres

Sato

Oki

2023

IJOA

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Purpose This study aims to investigate the consequences of middle managers’ sensegiving for organisational change in neglected workplaces, where middle managers are given insufficient resources because of receiving low attention from top management. Design/methodology/approach The authors conducted a case study of three call centres in the Japanese non-life insurance industry. To collect data, the authors conducted interviews with ten stakeholders and made multiple field observations. Findings The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level. Research limitations/implications The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as their top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level. Originality/value First, this study contributes to the body of research on the effects of sensegiving on organisational change. It shows the new problems hidden behind organisational change, which existing research merely regards as independent successes. Second, this study identifies middle managers’ behaviour during organisational change in neglected workplaces. Instead of focusing on the factors necessary for successful organisational change, as in existing studies, this study extends the knowledge of the role of middle managers in organisational change by focusing on their behaviours when success factors are not aligned.

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The strategic role of middle managers in the formulation and implementation of digital transformation projects

Cited by 7 publications

References 74 publications

The efficiency of preventive restructuring procedures: Evidence from France

The efficiency of preventive restructuring procedures: Evidence from France

Measuring Corporate Digital Transformation: Methodology, Indicators and Applications

Sensegiving for organisational change in neglected workplaces: the case of Japanese call centres

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