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Middle managers strategizing practices and its effects on implementation: the moderating roles of relationship quality with top managers. In: EGOS COLLOQUIUM (35., July 4-6, 2019, Edinburgh, United Kingdon).

Ano de publicação: 2.019 Publicação: Edinburgh: EGOS Colloquim, 2019. Proceedings [...]. Paginação:   Autores: VAZ, Samir Lótfi. Tipo de Publicação: Trabalho de evento Autor Principal: Vaz, Samir Lótfi Outros Autores: VAZ, Samir Lótfi. Resumo: This study explores implementation performance that derives from the conjoined manifestation
of two different set of practices which middle managers (MMs) employ while participating in
strategy, namely, involving and influencing. It draws on the notion of strategy as being a system
of social exchanges to suggest that relationship quality between top managers (TMs) and MMs
has a twofold moderating effect on implementation performance, based on the type of
strategizing practices that MMs exhibit. Empirical evidence from MMs in a large-size
Telecommunications Company supports the hypotheses of having higher implementation
performance when both MMs practices of involving and influencing exist. It also shows that
the relationship quality between TMs and MMs has a moderating effect on implementation
performance that is positive for MMs practices of involving, but negative for MMs practices of
influencing. These findings contribute to the MMs perspective on strategy and to the stream of
strategy-as-practice research focused on implementation, thus offering concrete implications for organizations and managers who want to leverage their impacts for strategy outcomes. Idioma: Inglês Número de Referência: Documento eletrônico