Organizational Restructuring and Middle Manager Sensemaking

By Julia Balogun, G. Johnson. 2004

1,425 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4410889b1418798880ed3a11b2af1273570ca1de

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Incompatible strategies in international mergers: the failed merger between Telia and Telenor (2008, background): “The ease of operationalising strategic intent at middle management level is, however, contradictory to the literature on middle management, both in the M&A field (Meyer, 2006) and in the field of strategic change (Balogun, 2003; Balogun & Johnson, 2004).”
What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011, background): “Although a number of studies have begun to address these issues (e.g., Higgs & Rowland, 2005, 2006; Balogun & Johnson, 2004; Maitlis, 2005), few have provided data drawn from samples that cover a range of organizations.”
Toward An Integration of the Behavioral and Cognitive Influences on the Entrepreneurship Process (2016, background): “New beliefs are derived exogenously when individuals perceive unexpected environmental conditions and encounter either uncertainty or a departure from what they expected, which reveals either gaps in their knowledge or incorrect expectations (Balogun and Johnson, 2004).”
The moderating effect of organizational change cynicism on middle manager strategy commitment (2013, background): “Being on the front line of change (Rouleau 2005 ), the role of the middle manager is complex and challenging yet one of strategic importance (Balogun 2003 ; Balogun and Johnson 2004 ).”
Middle managers' uncertainty management during organizational change (2006, background): “Middle managers identified their role as needing to understand the change and assist employees through the change process, supporting past conceptualizations of their role (Balogun and Johnson, 2004; Floyd and Wooldridge, 1994; Isabella, 1990).”
Leadership across levels: Levels of leaders and their levels of impact (2010, background): “…ch do no t fi t in to th e si x le ad er sh ip ap pr oa ch es ex am in ed he re . happens in the middle place – the location where upper-level initiatives are transformed into unit-level programs which shape front line leadership (Balogun & Johnson, 2004; Floyd & Wooldridge, 1992; Westley, 1990).”
Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense (2006, background): “In such cases, common or congruent understandings have to be developed to enable cooperation and joint value creation (Balogun and Johnson 2004; Weick 2001; White and Lui 2005).”
The design and use of performance management systems: An extended framework for analysis (2009, background): “Although there are strong advocates for the top-down approach to strategic change (Kotter, 1995), research shows that top managers find it difficult to control how such change is understood bymiddlemanagers and that, as a consequence, they ought to place greater emphasis on the adaptation of emergen”