Determining success factors for effective strategic change: Role of middle managers' strategic involvement

Minhajul Islam Ukil ,Akkas Ali

doi:10.5937/sjm12-11430

Abstract

Middle managers are believed to play most crucial part in strategic change that in consequence leads to organizational success. The present study seeks to identify the underlying success factors for effective strategic change and, to investigate the relationship between middle management strategic involvement and effective strategic change. Data were collected following a survey administered among a group of mid-level managers (N=144) serving in twenty different private commercial banks in Bangladesh, and analyzed using various statistical tests including descriptive analysis, Pearson correlation, and simple and multiple regressions in STATA. Results uncovers that factors like relation with top management, strategy, role and skills are essential for effective strategic change. This study also reveals significant relationship between middle management strategic involvement and effective strategic change. Findings of this research suggest that organizations shall involve mid-level managers to formulate and implement strategy since middle mangers work as a bridge between top management and ground level workers.

Highlights

Managing an enterprise became complex and challenging task due to rapid globalization and increased competition, technological upgradation, and changes in individual and societal behavior
The summary of descriptive and reliability statistics comprising scores of mean, standard deviation and Cronbach’s alpha coefficient of all dimensions of management strategic involvement (MMSI) and effective strategic change (ESC) have been presented in the following table (Table 1)
Mean scores of four success factors suggest that all of these four factors namely relation with top management, strategy, role and skills highly affect effective strategic change

Summary

Introduction

Managing an enterprise became complex and challenging task due to rapid globalization and increased competition, technological upgradation, and changes in individual and societal behavior. These changes and increased uncertainty in business world intensified the associated business risks, and an organization cannot just rely only on the traditional way to make its business safe The current business realities hold organisations in a state to conceive new approaches and techniques for their effective progress These approaches and techniques can be termed as strategy that is considered as an effective tool for organizational development and long-term competitive advantage (Wheelen & Hunger, 2006). Strategy is not a one-time activity, and organizations need to make continuous, yet systematic and logical changes in their strategy in order to better compete and survive

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Conclusion