Session 242

Managerial Levels and Roles in Processes

Track H

Date: Monday, November 7, 2011


Time: 15:15 – 16:30


Room: Sundial

Session Chair:

  • Aldas Kriauciunas, Purdue University

Title: A Dimension-Based View of the Firm and Organizational Change


  • Supradeep Dutta, State University of New York - Buffalo
  • Aldas Kriauciunas, Purdue University

Abstract: Previous work on organizational change has considered two levels of analysis: the firm as a whole or the different resources and capabilities of the firm. However, when managers do implement change, they typically view the process neither at the firm level nor at the resource level. Rather, change is planned and implemented at the functional level of the firm. This paper seeks to extend a multi-level approach to analyze organizational change processes and outline a series of underlying dimensions of the functions of a firm to determine which dimensions can hinder or support the implementation of change. Propositions and measures of the dimensions are provided to show the generalizability of the ideas to cross-disciplinary situations and different economic systems.

Title: How Middle Managers Get Subordinates on Board? The Moderating Role of Strategic Alignment with CEO


  • Nufer Yasin Ates, Tilburg University
  • Jeanine Porck, Oklahoma State University
  • Daan van Knippenberg, Erasmus University-Rotterdam
  • Patrick Groenen, Erasmus University - Rotterdam

Abstract: Using data from 87 middle and lower level teams, we investigated the effect of transformational leadership of the middle managers on team strategic commitment, through creation of strategic consensus within the team, under the moderation of strategic alignment of the middle manager with the CEO. We found that transformational middle managers can hamper the strategic consensus within their team, if they do not share the CEO’s view on strategy. Finer-grained analysis suggested that the conditional indirect effect of this mediated moderation is significant for a certain range of values of the moderator. This study expands the strategic consensus research to the middle and lower echelons of the organization while providing empirical evidence for the counter-efforts of middle managers in strategy implementation.

Title: Success and Failure Traps in Innovation Adoption: Two Sides, One Coin?


  • Torsten Schmid, University of St. Gallen
  • Martin Herrndorf, University of St. Gallen

Abstract: Research on incumbents' response to disruptive innovation suffers from a success bias. The primary focus being on success traps, failure traps have received much less attention. This study uses a case study of two polar episodes of business model adaptation at a large financial service firm to elaborate and re-ingrate theory on strategic innovation. We find that balancing associated with complementary roles of top and middle management, yet the division of labor differed between learning traps. We also find significant differences in the practices used to balance in single ventures. However, more fundamentally, we find underlying tensions and antecedents to be a common denominator of the incumbent's response, independent of the particular learning challenge. Our main contribution is an integrative model that goes beyond categorizations of learning traps as mirror-inverted situations, elaborating both underlying differences and commonalities.

Title: The Role of Power Dispersion in Formation of Strategic Consensus


  • Murat Tarakci, Erasmus University Rotterdam
  • Daan van Knippenberg, Erasmus University-Rotterdam

Abstract: Strategic consensus is recognized as an important antecedent of organizational effectiveness. Yet, the focus of the strategic consensus research has been mostly on the degree of consensus and limited to Top Management Teams. This paper extends this narrow view by investigating the consensus formation process in relation to the power dispersion, and by taking middle and lower organizational levels into account. It proposes two alternative but conflicting approaches in explaining the effect of power dispersion on consensus formation, namely power & politics approach and approach/inhibition theory of power. Furthermore, this paper highlights psycological safety as a moderator between power dispersion and strategic consensus. The data from 110 organizational teams provides support for the moderating effect of psycological safety.

All Sessions in Track H...

Sun: 09:30 – 10:45
Session 325: Strategy Process and Practice Research in Perspective and Future Directions
Sun: 11:15 – 12:30
Session 326: Systems Perspective to Strategy Process Research
Sun: 13:45 – 15:00
Session 327: Strategy Process, Acquistion Process and Activity Sequences
Mon: 08:00 – 09:15
Session 238: Processes for Adaptation and Change
Session 244: TMT Traits, Characteristics and Roles
Mon: 11:00 – 12:15
Session 239: Risk, Uncertainty and Behavior
Mon: 13:30 – 14:45
Session 237: Dynamic Capabilities, Evolution and Change
Mon: 15:15 – 16:30
Session 242: Managerial Levels and Roles in Processes
Tue: 11:15 – 12:30
Session 241: Perspectives on Strategy Making and Planning
Tue: 14:15 – 15:30
Session 246: Processes of Resource Management
Tue: 16:00 – 17:15
Session 243: Understanding Decision Making Processes
Wed: 08:00 – 09:15
Session 304: Alliances and Cooperation Processes
Wed: 09:45 – 11:00
Session 240: Organizational Structures and Processes

Strategic Management Society