Extension of the strategic renewal journey framework
The changing role of middle management
Bibliographic Data
| ID | 11238057 |
|---|---|
| Authors | Lilla Hortovanyi (0000-0002-4896-9641, Corvinus University of Budapest, corresponding author), Roland Zs Szabo (0000-0002-7961-1298, Corvinus University of Budapest), Peter Fuzes (0000-0002-3835-095X, Corvinus University of Budapest) |
| Year | 2021 |
| Volume | 65 |
| Pages | 101540 |
| Publication date | 2021-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Technology in Society (JOURNAL) |
| Journal identifiers | ISSN: 0160-791X • E-ISSN: 1879-3274 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.techsoc.2021.101540 |
| OpenAlex | W3135000021 |
| Language | EN |
| Citations received | 6 |
| References cited | 71 |
This paper presents the findings of a longitudinal study of a large corporation's journey towards becoming an ambidextrous organisation in the face of emerging technology. By investigating the interplay between the top and middle management, the results show that business intelligence systems allowed the firm to pursue a controlled renewal journey that was data-driven, automated, and supported fast organisational learning. This substituted for active frontline and middle managers. The change in organisational direction was driven by a small and powerful strategic top management group, even though this was a multi-unit firm with more than 100,000 employees. The main advantage of this type of journey is that the organisation can fully realize the advantage of highly centralised formal planning and control while becoming resilient and ambidextrous. A well-functioning decision support system, organisational policies and communication strategy can substitute for collective sense-making and shared strategic schemas. The results also suggest that management control systems can have a profound impact on developing organisational ambidexterity. The article also provides further details on the nature and implications of the rhetorical tactics used by the top management team to focus on organisational attention and action
Action (physics · Ambidexterity · Business · Control (management · Corporation · Economics · Face (sociological concept · Knowledge management · Management · Management control system · Middle management · Process management · Rhetorical question · Sociology · Strategic business unit · Strategic management · Strategic planning · Competitive and Knowledge Intelligence · Complex Systems and Decision Making · Computer Science · Innovation and Knowledge Management · Marketing
Digital Strategizing and Green Innovative Competitive Advantage
Balancing exploration-exploitation renewal and Indonesian firm performance
How the interaction of innovation and ERP systems on business intelligence affects the performance of Mexican manufacturing companies
The impact of digital communication and Nusantara’s local cultural values (Ugahari) on work-life balance
The impact of environmental dynamism and board digital expertise on the method and scope of a firm's strategic change
Antecedents of organization ambidexterity
What Are Microfoundations?
Organizational Ambidexterity
Exploitation, Exploration, and Process Management
Strategic Sensemaking and Organizational Performance
Middle managers' perception of the internal environment for corporate entrepreneurship
Attention to Attention
Exploitation-Exploration Tensions and Organizational Ambidexterity
Organizational Innovation
Selling Issues to Top Management
Organizational Restructuring and Middle Manager Sensemaking.
Toward a Model of Organizations as Interpretation Systems
A Dynamic Theory of Organizational Knowledge Creation
Strategizing
| Unique citing works | 6 |
|---|---|
| Citations per year | 1.5 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 6 |