Middle manager's roles and contributions in strategic change from the perspectives of learning and power : an empirical study of three Chinese enterprises

Abstract

This study aims to gain a deeper understanding of middle managers’ roles in Chinese enterprises’ strategic change through the use of two related perspectives: the learning perspective and the power perspective.  This understanding is particularly significant for managing successful strategic changes in Chinese enterprises, and for assisting Western enterprise to succeed in the Chinese market.

In order to achieve the research aim, an interpretive paradigm (Burrell and Morgan, 1993; Easterby-Smith et al. 1991 and 2002) and a multiple case study method (Eisenhardt, 1989; Yin, 1994) were employed to guide the whole research process.  Data were collected through interviews, observations and document studies in three Chinese enterprises over a period of more than 2 years.  Miles and Huberman’s (1994) methods were used to analyse the qualitative data.

The research revealed two roles, ‘strategists in the middle’ and ‘implementers’, played by middle managers in the three cases.  Two theoretical models, a communication model and an interpretation model, were constructed to explain both roles.  Finally, a ‘guanxi’-centred explanation network was developed to explain the differences in middle managers’ roles across cases.  It was argued that middle managers could only become ‘strategists in the middle’ by actively exploring the interactions of knowledge and power.  Formal and informal communication was widely employed by ‘strategists in the middle’.  A trust and balanced ‘guanxi’ between middle mangers and senior managers was critical for middle managers to play a proactive role.  These findings contribute to remedying the current lack of knowledge about middle managers’ roles in strategic change.  They also enhance our insights into the relationship between organizational learning and power.  Relevant implications for strategic change management are also provided for both Chinese enterprises and Western enterprises.

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