Research

Whither middle management? Empowering interface and the failure of organizational change


Reference:

Raelin, J. D. and Cataldo, C. G., 2011. Whither middle management? Empowering interface and the failure of organizational change. Journal of Change Management, 11 (4), pp. 481-507.

Related documents:

[img]
Preview
PDF (Raelin_JCM_2011_11_4_481.pdf) - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
Download (495kB) | Preview

    Official URL:

    http://dx.doi.org/10.1080/14697017.2011.630509

    Abstract

    While there has been a distinct evolution in how middle managers participate in change, from resistors to facilitators, they often remain ineffective due to executive constraints. Emphasizing the crucial role middle managers play in shaping systems during change, a lack of empowerment to fill an interstitial role is presented as a central source of change failure. A qualitative case study theoretically underpinned by a practical rationality approach of a failed change initiative at a large financial services firm is presented to explore the interstitial nature of middle managers. Findings indicate that this failure can be attributed to the evolution of closed executive and rank-and-file systems, leaving middle managers powerless and resulting in the firm being bought-out. Pulling from this case and research on middle managers, a key contribution of this study is the presentation of empowering interface as a focal lens through which micro and macro gaps in change can be captured and addressed. Empowering interface reveals how standard lists of variables depicted as undermining change (i.e. poor climate, involvement, communication) are often manifestations of broader systemic problems. Embracing an interstitial role allows middle managers to establish a shared discourse, promoting cascading empowerment, opening systems, and cultivating successful change. Concrete steps are presented detailing how empowering interface can be used by middle managers to bridge closed systems and save organizational changes. Using the derived model, practical implications are provided for middle managers wishing to develop empowering interface, executives designing functional change, and scholars striving to improve change success. © 2011 Copyright Taylor and Francis Group, LLC.

    Details

    Item Type Articles
    CreatorsRaelin, J. D.and Cataldo, C. G.
    DOI10.1080/14697017.2011.630509
    DepartmentsSchool of Management
    Publisher StatementRaelin_JCM_2011_11_4_481.pdf: This is an electronic version of an article published in Raelin, J. D. and Cataldo, C. G., 2011. Whither middle management? Empowering interface and the failure of organizational change. Journal of Change Management, 11 (4), pp. 481-507. Journal of Change Management is available online at: http://dx.doi.org/10.1080/14697017.2011.630509; Raelin_JCM_2011_11_4_481.doc: This is an electronic version of an article published in Raelin, J. D. and Cataldo, C. G., 2011. Whither middle management? Empowering interface and the failure of organizational change. Journal of Change Management, 11 (4), pp. 481-507. Journal of Change Management is available online at: http://dx.doi.org/10.1080/14697017.2011.630509
    RefereedYes
    StatusPublished
    ID Code29743

    Export

    Actions (login required)

    View Item

    Document Downloads

    More statistics for this item...