How Do Middle Managers Deal with Uncertainty in the Strategy Process

2022 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Henrique Duarte ◽  
Hasan Aktas
Keyword(s):  
Middle Managers ◽  
Strategy Process

The Impact of CEO Narcissism and Counterproductive Work Behaviors in Involvement of Middle Managers in the Strategy Process

2021 ◽  
Vol 12 (3) ◽  
pp. 67-86
Author(s):  
Fakher Jaoua ◽  
Elsayed Sobhy Ahmed Mohamed
Keyword(s):  
Middle Managers ◽  
Negative Influence ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Moderating Effects ◽  
Industrial Upgrading ◽  
Strategy Process ◽  
Ceo Narcissism ◽  
Unfavorable Condition ◽  
The Impact

This research aims to develop a theoretical framework to explain the conditions that facilitate or hinder the strategic roles of middle managers, such as the effects of CEO narcissism on the strategic roles of middle managers through the moderating effects of counterproductive work behaviors. This research examines these issues in the context of large Tunisian companies participating in Industrial Upgrading Program. The results show that CEO narcissism positively influences the counterproductive work behaviors of middle managers, which in turn negatively influences the strategic roles of middle managers. Consequently, this negative influence calls into question the SRMMs and clearly shows that the presence of the CEO narcissism constitutes an unfavorable condition for the involvement of middle managers in strategy process. Obviously, this should lead the defendants of the involvement of middle managers in strategy process to rethink this participatory approach, and this by considering the conditions that facilitate or hinder the strategic roles of middle managers.

A Justice-Power Perspective on Middle Managers’ Involvement in Strategy Process

2014 ◽  
Vol 2014 (1) ◽  
pp. 13018
Author(s):  
Nufer Yasin Ates ◽  
Murat Tarakci
Keyword(s):  
Middle Managers ◽  
Strategy Process

The Strategy Process

2002 ◽  
Author(s):  
Robert F. Grattan
Keyword(s):  
Strategy Process

IC & OI The impact of intellectual capital on organizational innovation

2020 ◽  
Vol 6 (7) ◽  
pp. 1257-1265
Author(s):  
Fouad El-Gamal
Keyword(s):  
Intellectual Capital ◽  
Middle Managers ◽  
Organizational Innovation ◽  
Sustainable Competitive Advantage ◽  
Dominant Dimension ◽  
Structural Capital ◽  
Corporate Innovation ◽  
Research Findings ◽  
The Impact ◽  
Depth Interviews

Intellectual capital can generate value for organizations and improve organizational innovation. This study aims to investigate the effects of intellectual capital on corporate innovation. Mixed research methodology approach has been used by combining both qualitative and quantitative analysis to explore and empirical examine the research model. The targeted population of interest is the licensed pharmaceutical manufactures, 90 organizations in the Egyptian pharmaceutical industry throughout its three main sectors (11 public, 70 local private and 9 MNCs). Statistical analyses are employed based on the questionnaires gathered from 39 pharmaceutical manufactures’ companies (44% response rate). In addition, sixty-three “63” in depth interviews have been conducted with both top and middle managers. The research findings indicate that all dimensions of intellectual capital (human, structural, and relational capital) have positive significant effects on organizational innovation of pharmaceutical manufactures’ companies. The study clarifies that the most dominant dimension is structural capital, which provides the largest and strongest support to pharmaceutical manufactures’ companies. The deep realization of the importance intellectual capital and its impact on innovation helps leaders to adopt accurate system to run organizational innovation in a better way, which lead to sustainable competitive advantage for organizations.

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