Re-examining the impact of strategic roles of middle managers on the organisational performance in emerging country companies

摘要

The purpose of this study is to extend the foundational work of Wooldridge and Floyd from their 1990 study, to determine if the held view of the importance of middle managers in strategy process of developed country companies is still valid in emerging country companies. A survey questionnaire has been distributed to 350 CEOs of large Tunisian companies involved in the upgrading program. The application of structural equation methods leads to results that support previous research on the effects of strategic roles of middle managers on strategy formulation and organisational performance. The involvement of middle managers in strategy formulation varies depending on only two roles: championing alternatives and synthesising information. However, the impact of this involvement of middle managers in strategy formulation on organisational performance varies depending on all strategic roles: facilitating adaptability, implementing deliberate strategy, synthesising information, and championing alternatives.