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The strategising roles of public sector middle managers

Show simple item record Surju, Junitha De Metz, N. Davis, Annemarie 2020-05-14T14:51:35Z 2020-05-14T14:51:35Z 2020
dc.identifier.citation Surju, J., De Metz, N. & Davis, A., 2020, ‘The strategising roles of public sector middle managers’, Acta Commercii 20(1), a804. ac.v20i1.804 en
dc.identifier.issn 1684-1999
dc.description.abstract Orientation: Whilst research on middle managers has increased considerably, research on the role of middle managers in the public sector context remains a rich context for exploring strategising. Research purpose: The purpose of this research was to explore the strategising roles of middle managers in the public sector through the strategy-as-practice perspective. Motivation for the study: The article responds to calls for research using the strategy-aspractice perspective to explore the role of middle managers in the public sector. Research design, approach and method: The research adopted a qualitative exploratory case study design. The data was gathered using semi-structured interviews conducted with 14 middle managers at a selected government department. Main findings: The research findings confirm that the strategising roles of middle managers in the public sector comprise of three key roles: sense-making and sense-giving role, the implementation role and monitoring and evaluation role. Within the public sector context, strategies are mostly deliberate and driven from national plans. When middle managers `receive’ these strategies, they make sense of it and then communicate the strategy to their subordinates through their own interpretations involving both horizontal and vertical communication channels. Practical/managerial implications: The findings confirm benefits for involving middle managers in the crafting of high-level strategy in government departments which may lead to them owning the strategy and implementation thereof. Contribution/value-add: The research adds value by confirming the middle managers’ strategising roles within the chosen government department and identifying how changes to their roles can enhance strategising. en
dc.language.iso en en
dc.publisher AOSIS en
dc.subject Public Sector en
dc.subject Government Department en
dc.subject Strategy-as-Practice en
dc.subject Strategising Roles en
dc.subject Middle Manager en
dc.title The strategising roles of public sector middle managers en
dc.type Article en
dc.description.department Business Management en

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