Acceso usuarios
Regina Célia Zimmermann da Fonseca, Bruno Henrique Rocha Fernandes, Samir Lótfi Va
Purpose – Strategic renewal (SR) is a process involving beliefs, actions, and learning that helps organizations adjust their strategy in response to environmental changes. This study explores how middle managers (MMs) influence SR through their roles in strategy implementation.
Theoretical framework – Using intraorganizational ecology theory, this study examines MMs’ contributions through the processes of variation, selection, and retention. MMs were involved in planning and executing cycles, using lean practices, and engaging in the ongoing development of strategic initiatives.
Design/methodology/approach – A longitudinal qualitative study was conducted at a Brazilian manufacturing firm over ten years (2012-2022), including 125 semi-structured interviews with MMs involved in strategic workshops and leanbased practices. The study examines SR across four phases: professionalization, recognition, depression, and resumption.
Findings – MMs are key to both executing existing strategies and driving SR. They mediate between top-down directives and emergent strategic needs, helping align initiatives with formal structures. MMs contribute to SR through mechanisms such as reducing resistance, promoting integration, fostering cognitive development, and supporting organizational learning and adaptation.
Practical & social implications of research – The proficiency of MMs in strategic roles enhances SR. The study highlights the importance of MMs in enabling strategic flexibility and offers insights into leveraging middle management for sustainable transformation.
Originality/value – This research bridges the gap between strategy implementation and renewal by illustrating how MMs, as enactors and originators of strategic change, influence SR through lean, practice-based interactions
