Handbook of Middle Management Strategy Process Research
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Handbook of Middle Management Strategy Process Research

Edited by Steven W. Floyd and Bill Wooldridge

The premise of this volume is that the complex social processes that animate strategic decisions involve not only top-level executives, but also middle managers distributed throughout the organization. Designed for doctoral students and others interested in middle managers and strategy process, the Handbook integrates the threads of scholarly work in this domain and charts a course for future research. Chapters are written both by scholars who have ‘paved the way’ for the middle management perspective and scholars who have done recent, cutting edge research from this point of view.
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Chapter 2: Functions of the mezzanine

Anurag Sharma

Abstract

Mega organizations are far too large and diverse to be managed by a few executives in the top management team. The research addressing the role of middle managers, however, lumps everyone who is not a direct supervisor and not a top manager into a single middle-level category. This chapter proposes that this category is far from homogenous and that there is a relatively small cadre of about 200 very senior executives that play a decisive, integrative role in mega organizations. The chapter continues by providing theoretical and empirical underpinnings of this “mezzanine” cohort and catalogues three specific integrative functions which they serve as a group: aggregation, coordination, and consolidation. In a closing discussion, the chapter considers the implications of the mezzanine for middle management strategy process research.

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