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Employee involvement and the middle manager: evidence from a survey of organizations

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Cited by

2013Resource orchestration in practice: CEO emphasis on SHRM , commitment‐based HR systems, and firm performance468 cited
2013Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice439 cited
2016Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support274 cited
2003Line manager involvement in HRM: an inside view248 cited
2014Who is ‘the middle manager’?189 cited
2001Employee involvement and the middle manager: saboteur or scapegoat?129 cited

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2019

The SAGE Handbook of Human Resource Management

109 cited

2015Caught in the middle: The role of the Facilities Manager in organisational energy use95 cited

2012The moderating effect of organizational change cynicism on middle manager strategy commitment87 cited

2009Perceived organizational change in the hotel industry: An implication of change schema82 cited

2000High Road and Low Road Teamworking: Perceptions of Management Rationales and Organizational and Human Resource Outcomes80 cited

2015Which conditions foster high-involvement work processes? A synthesis of the literature and agenda for research79 cited

2003TQM Workforce Factors and Employee Involvement: The Pivotal Role of Teamwork76 cited

2015Employee involvement as a key determinant of core quality management practices75 cited

2020High-performance work systems and employee voice behaviour: an integrated model and research agenda70 cited

2003The adoption of high‐involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach69 cited