Performance Impact of Middle Managers' Adaptive Strategy Implementation: the Role of Social Capital

By Michael Ahearne, Son K. Lam, Florian Kraus. 2014

221 citations recorded by the source corpus.

Subfields: Accounting, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/407ce984accdb7849761a6f85f52324ed9fa8787

Citations in the corpus

• Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “Most commonly, the expectation that TMs initiate change and MMs execute is rarely challenged in research and practice on organizational change (Ahearne, Lam, and Kraus, 2014; Kotter, 1995).”
• The Negative Effects of Social Capital in Organizations: A Review and Extension (2017, unknown): “However, the majority of new papers thus identified engaged only superficially with the SC literature and/or focused on topics beyond the scope of the present review (for representative examples of excluded papers, see Ahearne et al. 2014; Sundaramurthy et al. 2014).”