Micropolitics of middle managers in influencing centre-led change initiative: Case Study of a Malaysian based MNC
Document Type
Article
Publication Date
1-1-2019
Abstract
The purpose of this article is to explore the micropolitics of middle managers in influencing the development and outcome of a centre-led change initiative. This study was empirically based on a novel context in a Malaysia based multinational company (MNC) and four of its Asian subsidiaries. This qualitative study was conducted through a multiple embedded case study approach. The findings demonstrate that middle managers have within their powers to influence the development and eventually the outcome of change. This was achieved through control of middle managers on resources such as business knowledge and networking in influencing the meaning of change itself. This article allows the authors to investigate an in-depth exploration of how subsidiary managers operate. It contributes to the change literature by expanding the knowledge about the tight coupling between power and politics of organizational sensemaking. © 2019 Penerbit Universiti Kebangsaan Malaysia. All rights reserved.
Keywords
Alliances, multinational firms, telecommunications, international business, Asia
Divisions
Faculty_of_Business_and_Accountancy
Publication Title
Jurnal Pengurusan
Volume
55
Publisher
Penerbit Universiti Kebangsaan Malaysia