Performance Feedback and Middle Managers’ Divergent Strategic Behavior
The Roles of Social Comparisons and Organizational Identification
What drives middle managers to search for new strategic initiatives and champion them to top management? This behavior—labeled divergent strategic behavior—spawns emergent strategies and thereby provides one of the essential ingredients of strategic renewal. We conceptualize divergent strategic behavior as a response to performance feedback. Data from 123 senior middle managers overseeing 21 multi-country organizations (MCOs) of a Fortune 500 firm point to social performance comparisons rather than historical comparisons in driving divergent strategic behavior. Moreover, managers’ organizational identification affects whether they attend to organizational- or individual-level feedback. These results contribute to research on performance aspirations and strategy process by providing a multilevel, multidimensional framework of performance aspirations in middle management driven strategic renewal.
|Keywords||behavioral strategy, middle managers, performance aspirations, strategic renewal, strategic roles, strategy process|
|Persistent URL||dx.doi.org/10.1002/smj.2745, hdl.handle.net/1765/106440|
|Journal||Strategic Management Journal|
Tarakci, M, Ates, N.Y, Floyd, S.W, Ahn, Y, & Wooldridge, B. (2018). Performance Feedback and Middle Managers’ Divergent Strategic Behavior. Strategic Management Journal, 39(4), 1139–1162. doi:10.1002/smj.2745