The role of middle managers in the implementation of national public policy

Dados Bibliográficos

ID6327273
AutoresSimon Cooper (0000-0002-9222-8250, Cardiff Business School, Cardiff University, Cardiff, UK), Martin Kitchener (0000-0001-6249-557X, Cardiff Business School, Cardiff University, Cardiff, UK)
Ano2019
Volume47
Fascículo2
Páginas309-329
Data de publicação2019-04-01
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoPolicy & Politics (JOURNAL)
Identificadores do periódicoISSN: 0305-5736 • E-ISSN: 1470-8442
EditoraBristol University Press (PUBLISHER • GB)
DOI10.1332/030557318x15296527346801
OpenAlexW2883238982
IdiomaEN
Citações recebidas3
Referências citadas22

Recent policy implementation studies have considered the processes by which the top down objectives of policy designers conflict with the bottom up responses of local actors within functional teams. Our paper extends that body of research by analysing the, hitherto underexplored, role of hybrid middle managers (HMMs) who combine their professional expertise with management responsibilities to locally forge compromises when implementing national policy interventions. Drawing from a recent study of the implementation of the Welsh national patient safety programme, this paper presents a detailed analysis of the activities deployed by HMMs to broker policy interventions within their local teams. We provide an analytical model to direct attention towards the varied activities performed by HMMs from different occupations. Our empirical findings reveal how policy implementation processes can be better understood, and planned, if HMMs are differentiated by their occupational background

Business · Geography · Middle management · National Policy · Policy analysis · Political science · Psychological intervention · Public policy · Public relations · Welsh · Evaluation and Performance Assessment · Healthcare innovation and challenges · Interprofessional Education and Collaboration · Psychology · Public Administration