(The Role of Middle Managers in Strategy Implementation: Cognitive, Social and Emotional Antecedents)

Abstract

Purpose – No matter how smartly formulated; a strategy does not yield higher performance unless it is successfully implemented. Middle managers’ strategy implementation role is crucial for successful execution of organizational strategy. This research examines the cognitive, social and emotional antecedents of middle managers’ strategy implementation role. Design/methodology/approach – Data from the middle managers of a globally operating international firm is collected via a survey study. Hypotheses are tested by hierarchical regression analysis by using R-4.0.2 software. Findings – The strategic alignment between the middle manager and the top management, the strategic consensus in the middle managers’ social network and middle managers’ organizational identification are examined as the cognitive, social and emotional antecedents, respectively. Findings demonstrate that the three-way interaction of these antecedents have a significant effect on middle managers’ strategy implementation role, beyond the main effects of each variable. Discussion – This study contributes to the behavioral strategy literature by demonstrating the joint role of cognitive, emotional and social factors in successful strategy implementation.