Impact of strategic roles of middle managers on the relationship between successful strategy implementation and organisational performance

Abstract

Many researches have confirmed the importance of middle management involvement in strategy formulation and have demonstrated that middle managers have strategic roles which positively influence the relationship between strategy formulation and organisational performance. In line with these researches, this research aims to exploit the results of these researches, and test them on strategy implementation. It assumes that strategic roles of middle managers could have a positive impact on successful strategy implementation and thus on the relationship between successful strategy implementation and organisational performance. This general hypothesis was tested among a representative sample of 364 large Tunisian companies involved in the upgrading program. The results of the application of structural equation methods show that facilitating adaptability, implementing deliberate strategy and championing alternatives, except synthesising information, has not only a direct effect on the successful strategy implementation, but also an indirect effect on the relationship between successful strategy implementation and organisational performance.