Journal
JOURNAL OF MANAGEMENT STUDIES
Volume 54, Issue 7, Pages 961-985Publisher
WILEY
DOI: 10.1111/joms.12258
Keywords
change execution; change initiation; change roles; employee support; middle managers; top managers
Categories
Ask authors/readers for more resources
In this study we integrate insights from top-down' and bottom-up' traditions in organizational change research to understand employees' varying dispositions to support change. We distinguish between change initiation and change execution roles and identify four possible role configurations in which top managers (TMs) and middle managers (MMs) can feature in change. We contend that both TMs and MMs can play change initiation and/or change execution roles, TMs and MMs have different strengths and limitations for taking on different change roles, and their relative strengths and limitations are compounded or attenuated based on the specific configuration of change roles. We subsequently hypothesize employee support for change in relation to different TM-MM change role configurations. Our findings show that change initiated by TMs does not engender above-average level of employee support. However, change initiated by MMs engenders above-average level of employee support, and even more so, if TMs handle the change execution.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available