An examination of the influence of middle-level managers in formulating and implementing strategic decisions

Article Abstract:

The upward influence of middle-level managers (MLMs) on strategic planning and decision-making is examined. It was found that: (1) upward influence activity was more prevalent in low risk-return types of strategic decisions than in high risk-return decisions; (2) upward influence activity was more prevalent during the implementation of strategic decisions than during the formulation of such decisions; (3) managers most often used rational arguments in their influence attempts; (4) managers were more likely to be successful than unsuccessful in influencing their superiors in strategic decisions; (5) managers most often attributed their success in influencing their superiors to internal causes and their failures to external causes; (6) managers from private sector organizations exerted influence in both high risk and low risk strategic decisions more frequently than did managers from public sector organizations; and (7) the number of years working with the superior was the best predictor of successful interactions and of risky decisions. Some insight into the development of widespread strategic thinking in an organization is provided. (Reprinted by permission of the publisher.)

Middle managers

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A comparative analysis of strategic decisions

Article Abstract:

This study examines the process of upward influence in a variety of strategic decisions. The study provides a list of categories and supporting data for the agents, methods, perceived outcomes, and perceived causes of success and failure of upward influence interactions that impact upon the strategic decision-making process in organizations. The results suggest that: (1) middle-level managers (MLM)s deal directly with their superiors and use rational or persuasive arguments in their upward influence interactions in strategic decisions; (2) MLMs are very successful in their influence interactions and attribute their successes to internal causes; (3) MLMs and their supervisors view the influence episode similarly; and (4) upward influence activity in strategic decisions is quite similar to upward influence activity in non-strategic decisions. The study also examines individual and organizational factors that are associated with success and failure in influence activity in strategic decision-making. (Reprinted by permission of the publisher.)

Business planning

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Strategic decisions made by top executives and middle managers with data and process dominant styles

Article Abstract:

The influence of a manager's decision style in strategic decision-making is explored using simulations. The Jungian style classification is extended to identify 'data and process dominant styles of decision-making. Managers with process-dominant styles can use several types of data and managers with data dominant styles can apply various modes of data processing. Both the expanded and the traditional definitions of style are used as factors to explain how 79 top executives and 89 middle managers rated project simulations. Decision style is found to be a key factor in explaining the likelihood of taking strategic action and the risk seen in this action. Decisions made by top executives are more style dependent than those of middle managers. The extended definition of style reveals more about the preferences of top executives than traditional style categories. (Reprinted by permission of the publisher.)

Executives

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