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Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support
16 references·16 citing·50 second hopsampled
Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2016)Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Rol…Leading change: why transformation efforts fail (2009)Leading change: why transform…A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts (2007)A New Model of Work Role Perf…Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition (2004)Upper Echelons Research Revis…Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY. (1998)HELPING AND VOICE EXTRA-ROLE …A Dynamic Theory of Organizational Knowledge Creation (1994)A Dynamic Theory of Organizat…rwg: An assessment of within-group interrater agreement. (1993)rwg: An assessment of within-…TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE. (1992)TOP MANAGEMENT TEAM DEMOGRAPH…Agency Theory: An Assessment and Review (1989)Agency Theory: An Assessment …Recent Developments in Role Theory (1986)Recent Developments in Role T…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…A Process Model of Internal Corporate Venturing in the Diversified Major Firm (1983)A Process Model of Internal C…Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis (1981)Threat Rigidity Effects in Or…The Economic Theory of Agency: The Principal's Problem. (1973)The Economic Theory of Agency…Organizational Structure, Environment and Performance: The Role of Strategic Choice (1972)Organizational Structure, Env…Enhancing top managers' leadership with artificial intelligence: insights from a systematic literature review (2025)Enhancing top managers' leade…The impact of middle managers’ digital leadership on employee work engagement (2024)The impact of middle managers…Selecting Innovation Projects: Do Middle and Senior Managers Differ When It Comes to Radical Innovation? (2022)Selecting Innovation Projects…Leaders as change executors: The impact of leader attitudes to change and change-specific support on followers (2022)Leaders as change executors: …Digital transformation during a pandemic: Stretching the organizational elasticity (2022)Digital transformation during…Micro-level practices of bricolage during business model innovation process: The case of digital transformation towards omni-channel retailing (2021)Micro-level practices of bric…Advancing HEIs’ third-mission through dynamic capabilities: the role of leadership and agreement on vision and goals (2021)Advancing HEIs’ third-mission…The effects of a job crafting intervention on the success of an organizational change effort in a blue‐collar work environment (2020)The effects of a job crafting…Navigating crisis from the backseat? How top managers can support radical change initiatives by middle managers (2020)Navigating crisis from the ba…Completing the Adaptive Turn: An Integrative View of Strategy Implementation (2020)Completing the Adaptive Turn:…Structural and contextual approaches to ambidexterity: A meta-analysis of organizational and environmental contingencies (2019)Structural and contextual app…The role of personality in SMEs internationalization: empirical evidence (2018)The role of personality in SM…Synergy between green supply chain management and green information systems on corporate sustainability: an informal alignment perspective (2018)Synergy between green supply …A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity (2018)A Multilevel Integrated Frame…Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach (2017)Unpacking Functional Experien…Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017)Top management team faultline…Decision Analysis: Introductory Lectures on Choices Under Uncertainty. 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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 1994A Dynamic Theory of Organizational Knowledge Creation17,793 cited
  • 1989Agency Theory: An Assessment and Review13,327 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 1972Organizational Structure, Environment and Performance: The Role of Strategic Choice4,786 cited
  • 2009Leading change: why transformation efforts fail4,500 cited
  • 1973The Economic Theory of Agency: The Principal's Problem.4,296 cited
  • 1981Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis3,637 cited
  • 1998HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.3,173 cited
  • 1992TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE.2,928 cited
  • 2007A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts2,530 cited
  • 1986Recent Developments in Role Theory2,346 cited
  • 2004Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition2,255 cited

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1993
rwg: An assessment of within-group interrater agreement.
2,221 cited
  • 1983A Process Model of Internal Corporate Venturing in the Diversified Major Firm2,217 cited
  • Cited by

    • 2018A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity264 cited
    • 2017Top management team faultlines and firm performance: Examining the CEO-TMT interface181 cited
    • 2017Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach129 cited
    • 2019Structural and contextual approaches to ambidexterity: A meta-analysis of organizational and environmental contingencies129 cited
    • 2020Completing the Adaptive Turn: An Integrative View of Strategy Implementation120 cited
    • 2022Digital transformation during a pandemic: Stretching the organizational elasticity117 cited
    • 2020The effects of a job crafting intervention on the success of an organizational change effort in a blue‐collar work environment106 cited
    • 2018The role of personality in SMEs internationalization: empirical evidence93 cited
    • 2025Enhancing top managers' leadership with artificial intelligence: insights from a systematic literature review82 cited
    • 2022Selecting Innovation Projects: Do Middle and Senior Managers Differ When It Comes to Radical Innovation?70 cited
    • 2021Micro-level practices of bricolage during business model innovation process: The case of digital transformation towards omni-channel retailing62 cited
    • 2020Navigating crisis from the backseat? How top managers can support radical change initiatives by middle managers61 cited
    • 2018Synergy between green supply chain management and green information systems on corporate sustainability: an informal alignment perspective61 cited
    • 2021Advancing HEIs’ third-mission through dynamic capabilities: the role of leadership and agreement on vision and goals57 cited
    • 2024The impact of middle managers’ digital leadership on employee work engagement56 cited
    • 2022Leaders as change executors: The impact of leader attitudes to change and change-specific support on followers55 cited