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A Middle Management Perspective on Strategy Implementation.

Record Type:	Electronic resources : Monograph/item
Title/Author:	A Middle Management Perspective on Strategy Implementation./
Author:	Salih, Ahmad A.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2012,
Description:	210 p.
Notes:	Source: Dissertations Abstracts International, Volume: 74-02, Section: A.
Contained By:	Dissertations Abstracts International74-02A.
Subject:	Research methodology. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3517740
ISBN:	9781267482549

A Middle Management Perspective on Strategy Implementation.
Salih, Ahmad A.

A Middle Management Perspective on Strategy Implementation. - Ann Arbor : ProQuest Dissertations & Theses, 2012 - 210 p.

Source: Dissertations Abstracts International, Volume: 74-02, Section: A.

Thesis (D.B.A.)--Walden University, 2012.

Strategic management researchers have established the key role middle managers play in the implementation of organizational strategies. However, there is little information regarding middle managers' views and perceptions of strategy implementation and the challenges associated with implementing organizational strategies. Drawing from activity theory and inspired by the strategy-as-practice perspective, the purpose of this qualitative phenomenological study was to understand the views and perceptions of 12 middle managers and 3 management consultants on the factors influencing organizational strategy implementation. The research questions addressed in this study included the views of middle managers on: (a) the key challenges associated with strategy implementation, (b) the factors influencing organizational strategy implementation, and (c) the contribution of middle managers in the implementation of organizational strategies. Data were collected using semistructured email interviews with open-ended questions and analyzed using the qualitative methodology of interpretative phenomenological analysis. Five major themes emerged following the interpretative analysis of the data: (a) challenges in strategy implementation, (b) participative management style, (c) strategic alignment, (d) internal communication, and (e) middle management contribution to strategy implementation. Implications for positive social change include enhanced organizational ability to implement intended strategies, which could lead to a financially healthy private sector that contributes to the growth of national economies and the creation of new jobs.

ISBN: 9781267482549Subjects--Topical Terms:

3559994
Research methodology.
Subjects--Index Terms:

Activity theory

A Middle Management Perspective on Strategy Implementation.
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245 1 0 $a A Middle Management Perspective on Strategy Implementation.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2012
300 $a 210 p.
500 $a Source: Dissertations Abstracts International, Volume: 74-02, Section: A.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Doll, Yvonne.
502 $a Thesis (D.B.A.)--Walden University, 2012.
520 $a Strategic management researchers have established the key role middle managers play in the implementation of organizational strategies. However, there is little information regarding middle managers' views and perceptions of strategy implementation and the challenges associated with implementing organizational strategies. Drawing from activity theory and inspired by the strategy-as-practice perspective, the purpose of this qualitative phenomenological study was to understand the views and perceptions of 12 middle managers and 3 management consultants on the factors influencing organizational strategy implementation. The research questions addressed in this study included the views of middle managers on: (a) the key challenges associated with strategy implementation, (b) the factors influencing organizational strategy implementation, and (c) the contribution of middle managers in the implementation of organizational strategies. Data were collected using semistructured email interviews with open-ended questions and analyzed using the qualitative methodology of interpretative phenomenological analysis. Five major themes emerged following the interpretative analysis of the data: (a) challenges in strategy implementation, (b) participative management style, (c) strategic alignment, (d) internal communication, and (e) middle management contribution to strategy implementation. Implications for positive social change include enhanced organizational ability to implement intended strategies, which could lead to a financially healthy private sector that contributes to the growth of national economies and the creation of new jobs.
590 $a School code: 0543.
650 4 $a Research methodology. $3 3559994
650 4 $a Phenomenological research. $3 3558981
650 4 $a Professional practice. $3 3560021
650 4 $a Social change. $3 526824
650 4 $a Copyright. $3 601694
650 4 $a Researchers. $3 3560729
650 4 $a Design. $3 518875
650 4 $a Qualitative research. $3 536745
650 4 $a Interviews. $3 856777
653 $a Activity theory
653 $a Email interviewing
653 $a Interpretative phenomenological analysis
653 $a Middle managers
653 $a Strategic management
653 $a Strategy implementation
690 $a 0454
690 $a 0688
690 $a 0703
690 $a 0389
710 2 $a Walden University. $b Applied Management and Decision Sciences. $3 1017738
773 0 $t Dissertations Abstracts International $g 74-02A.
790 $a 0543
791 $a D.B.A.
792 $a 2012
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3517740