Agile strategies for middle managers
ISSN: 0025-1747
Article publication date: 8 June 2021
Issue publication date: 6 January 2022
Abstract
Purpose
This paper takes a holistic and process-based view on agility from a Middle Management (MM) perspective. Its purpose is to identify subjective factors of agility emerging from people's interpretations and perceptions and to integrate them into the process of agile strategy-making.
Design/methodology/approach
To provide a theoretical foundation, literature was reviewed in the area of agile diversity and strategy-making. A qualitative study based on interviews was conducted to uncover the hidden subjective factors from the personal experiences and perceptions of the participants.
Findings
The study has revealed that individual opinions in terms of agility can originate from three sources: individual understandings, contextual drivers and personal beliefs.
Research limitations/implications
The research contributes to dynamic capability theory by providing a better understanding of agile diversity at the MM level. The findings can help mid-level executives to cope with the complexities and ambiguities in managing agility by aligning the different understandings and people's perceptions. This is crucial, as missing alignment of team members can lead to poor dynamic capabilities of business entities and thus threatens overall organisational agility.
Originality/value
A model was developed to align the subjective factors of agility during the process of agile strategy-making at the MM level. The framework allows a flexible adaptation to the individual demands of organisational units, as well as concentrated measures for effective agile management. It contributes to organisational agility and business success by scaling the dynamic capabilities of MM.
Keywords
Citation
Kahl, J., de Klerk, S. and Ogulin, R. (2022), "Agile strategies for middle managers", Management Decision, Vol. 60 No. 1, pp. 146-166. https://doi.org/10.1108/MD-07-2020-0889
Publisher
:Emerald Publishing Limited
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