Performance feedback and middle managers’ divergent strategic behavior: the roles of social comparisons and organizational identification

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buir.contributor.authorAteş, Nüfer Yasin
dc.citation.epage1162en_US
dc.citation.issueNumber4en_US
dc.citation.spage1139en_US
dc.citation.volumeNumber39en_US
dc.contributor.authorTarakçı, M.en_US
dc.contributor.authorAteş, Nüfer Yasinen_US
dc.contributor.authorFloyd, S. W.en_US
dc.contributor.authorAhn, Y.en_US
dc.contributor.authorWooldridge, B.en_US
dc.date.accessioned2019-02-21T16:03:19Z
dc.date.available2019-02-21T16:03:19Z
dc.date.issued2018en_US
dc.departmentDepartment of Managementen_US
dc.description.abstractResearch Summary: What drives middle managers to search for new strategic initiatives and champion them to top management? This behavior—labeled divergent strategic behavior—spawns emergent strategies and thereby provides one of the essential ingredients of strategic renewal. We conceptualize divergent strategic behavior as a response to performance feedback. Data from 123 senior middle managers overseeing 21 multi-country organizations (MCOs) of a Fortune 500 firm point to social performance comparisons rather than historical comparisons in driving divergent strategic behavior. Moreover, managers’ organizational identification affects whether they attend to organizational- or individual-level feedback. These results contribute to research on performance aspirations and strategy process by providing a multilevel, multidimensional framework of performance aspirations in middle management driven strategic renewal. Managerial Summary: Middle managers are essential actors in strategic renewal. Their unique positions offer insights into operations alongside knowledge of strategy. In contrast to typical assessments of managerial performance with reference to a prior year, this research shows that performance comparisons relative to peers and other organizational units better motivate managers’ divergent strategic behavior. Our results also show that managers who identify with the firm are more attentive to organizational rather than individual performance discrepancies. Thus, our study unveils an important approach for organizations aiming to spark strategic renewal.
dc.embargo.release2020-03-15en_US
dc.identifier.doi10.1002/smj.2745
dc.identifier.issn0143-2095
dc.identifier.urihttp://hdl.handle.net/11693/50095
dc.language.isoEnglish
dc.publisherJohn Wiley and Sons
dc.relation.isversionofhttps://doi.org/10.1002/smj.2745
dc.rightsinfo:eu-repo/semantics/openAccess
dc.source.titleStrategic Management Journalen_US
dc.subjectBehavioral strategyen_US
dc.subjectMiddle managersen_US
dc.subjectPerformance aspirationsen_US
dc.subjectStrategic renewalen_US
dc.subjectStrategic rolesen_US
dc.subjectStrategy processen_US
dc.titlePerformance feedback and middle managers’ divergent strategic behavior: the roles of social comparisons and organizational identificationen_US
dc.typeArticleen_US

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