scholarly journals Middle Management in an Era of Corporate Restructuring: A Case Study of Retailing

1996 ◽  
Vol 7 (2) ◽  
pp. 79-102 ◽  
Author(s):  
Thomas Bramble ◽  
Ken Parry ◽  
Elizabeth O'Brien
Keyword(s):  
Middle Management ◽  
Corporate Restructuring

Implementation of Competence Framework to Evaluate Middle Managers: DOJI Gemstone Jewelry Group Case Study

2019 ◽  
Vol 35 (3) ◽  
Author(s):  
Do Vu Phuong Anh
Keyword(s):  
Time Management ◽  
Personal Development ◽  
Professional Competence ◽  
Middle Management ◽  
Management Training ◽  
Executive Management ◽  
Management Level ◽  
Leadership Competence ◽  
Competence Framework

This research presents the results of applying the theory of competence framework to evaluate the current competence of middle management in enterprises, in the case study of DOJI Gemstone Jewelry Group (DOJI Group). By using in-depth interviews and survey through questionnaires, the research results show that the middle management level at DOJI Group has satisfied relatively well the most competencies of the professional competence group, executive management competence as well as personal development competence. However, some of the competencies that need to be further improved include time management, training and leadership competence, innovation and learning competence. The solutions given are for reference by DOJI Group and other private enterprises in Vietnam in the assessment and development of middle management level.

The New Middle Management: Intermediary Organizations in Education Policy Implementation

2004 ◽  
Vol 26 (1) ◽  
pp. 65-87 ◽  
Author(s):  
Meredith I. Honig
Keyword(s):  
Education Policy ◽  
Policy Implementation ◽  
Middle Management ◽  
Comparative Case Study ◽  
Five Dimensions ◽  
Intermediary Organizations ◽  
Practice Gap ◽  
Education Policy Implementation ◽  
Implementation Resources

Intermediary organizations have become increasingly prominent participants in education policy implementation despite limited knowledge about their distinctive functions and the conditions that constrain and enable those functions. This article addresses that research-practice gap by drawing on theories of organizational ecology and findings from a comparative case study of four intermediary organizations that helped with collaborative policy implementation in Oakland, California. I define intermediaries as organizations that operate between policymakers and implementers to affect changes in roles and practices for both parties and show that such organizations typically vary along at least five dimensions. Oakland’s intermediary organizations all provided new implementation resources—knowledge, political/social ties, and an administrative infrastructure—but faced different constraining and enabling conditions. Using insights from this strategic case study, this article begins to build theory about intermediary organizations as important participants in contemporary policy implementation.

Non-Regulated Deviance from Standards at MetroEngineers

2020 ◽  
pp. 189-238
Author(s):  
Sarah Langer ◽  
Ronny Gey ◽  
Diana Karadzhova-Beyer ◽  
Andrea Fried
Keyword(s):  
Software Development ◽  
Middle Management ◽  
Chinese Market ◽  
Software Developers ◽  
Organizational Deviance ◽  
Rail Vehicles ◽  
Engineering Company ◽  
Develop Software ◽  
European Standards

With the case study MetroEngineers, Sarah Langer, Ronny Gey, Diana Karadzhova-Beyer, and Andrea Fried highlight organizational deviance from standards in the software development of a service engineering company for rail vehicles called MetroEngineers. Despite the initial intention to develop software according to European standards, the case study explains the reasons why the software developers deviate from standards nonetheless. First, software development at MetroEngineers is provided for a Chinese market which is hardly regulated through standards. Deviations from standards are therefore hardly sanctioned, but even MetroEngineers itself has not established an adequate internal sanctioning system for standard deviations. Second, MetroEngineers’ software developers lack allocative and authoritative resources for standard enactment and a lively internal discourse on the importance of standard-compliant development involving middle management and the customer. This means that software developers are ambitiously trying to develop in accordance with European standards, but ultimately fail to overcome the various contradictions that arise in standard enactment. This chapter represents one of the two manipulation-oriented types of organizational deviance introduced in the book.

The reality of ‘middle’ management roles: a case study of the Associate Head of School experience in a New Zealand University

2018 ◽  
Vol 40 (5) ◽  
pp. 430-441 ◽  
Author(s):  
B. Louise Chilvers ◽  
M. Celina Bortolotto ◽  
Siautu Alefaio-Tugia ◽  
Amanda L. Cooper ◽  
Sarah Ellison
Keyword(s):  
New Zealand ◽  
Middle Management ◽  
School Experience ◽  
Head Of School ◽  
Management Roles

Telefónica’s bargain with the unions

2015 ◽  
Vol 23 (6) ◽  
pp. 12-14 ◽  
Keyword(s):  
Management Strategy ◽  
Design Methodology ◽  
Industrial Relations ◽  
Corporate Restructuring ◽  
Press Releases ◽  
Case Study Approach ◽  
Content Type ◽  
Study Approach ◽  
Industrial Conflict

Purpose – Analyzes the restructuring approach followed by the highly-profitable Telefónica in its 2011 redundancy plan. Explores unions’ response to management strategy. Design/methodology/approach – Follows a case-study approach, constructing a dataset with information from company reports, committee records, union documents, press releases and other available sources, such as specialized journals and newspapers. Findings – Tries to show how massive job cuts have been implemented through a labor-mediated downsizing strategy that mitigates disagreement and industrial conflict. Originality/value – Tackles the question of how unions respond to corporate restructuring (involving downsizing) in countries where industrial-relations institutions remain relatively strongly embedded.

The Role of Middle Managers in Knowledge Transfer

2007 ◽  
Vol 06 (04) ◽  
pp. 297-302 ◽  
Author(s):  
Robert Carty ◽  
Siobhan Walsh
Keyword(s):  
Knowledge Transfer ◽  
Middle Managers ◽  
Single Case ◽  
Middle Management ◽  
Critical Role ◽  
Radical Change ◽  
Knowledge Loss ◽  
A Company

This paper examines the causes of knowledge loss in a company undergoing a process of radical change. Using a methodology based on a single case study, the research highlights the critical role of middle managers in facilitating knowledge transfer. Middle managers facilitate both socialisation mechanisms for knowledge transfer and the maintenance of knowledge transfer systems based on information technology. The findings of the research suggest that eliminating layers of middle management will inevitably lead to knowledge loss, with consequential implications for competitive advantage. Based on the findings, a typology linking knowledge transfer to organisational forms is proposed.

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