 Middle-manager effort in strategy implementation: A multinational perspectiveWilliam Q. Judge and Michael J. Stahl International Business Review, 1995, vol. 4, issue 1, 91-111 Abstract: Too little is known about middle manager involvement in the implementation of strategic change. Even less is known about how that may occur in a multinational context. One of the few systematic studies of middle manager implementation effort was done by Guth and MacMillan (1986). Our study refined Guth and MacMillan's insights by identifying the relative importance of the three determinants of implementation effort; perceived ability, perceived probability of success, and perceived consistency between personal goals and the strategic change goals. As a further extension of this theory, we found that the personal characteristics of the middle managers influenced their perceptions. Furthermore, national culture was found to moderate the relationship between middle managers' personal characteristics and their perceptions. In sum, this study refines and extends our understanding of the strategy implementation literature. Keywords: Strategy; Implementation; Middle; Managers; National; Culture; Strategic; Change; Organizational; Commitment; Strategic; Control (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:iburev:v:4:y:1995:i:1:p:91-111 Ordering information: This journal article can be ordered from Access Statistics for this article International Business Review is currently edited by P. Ghauri More articles in International Business Review from Elsevier |
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