Edited by Steven W. Floyd and Bill Wooldridge
Chapter 17: The knowledge brokering role of middle managers: the case of hybrid middle managers in a professionalized organization
This chapter examines the knowledge-brokering role of “hybrid” middle managers in two hospitals. Drawing from interviews, focus group discussions, and direct observations the authors present findings organized around four themes: downward knowledge brokering, upward knowledge brokering, knowledge brokering across professional boundaries, and knowledge brokering across organizational boundaries. The study is focused on a unique type of middle manager – the hybrid manager, with both clinical and managerial responsibilities – and provides insights into how organizational and institutional context impact managers’ knowledge brokering. The chapter finds significant power differentials among middle managers and, surprisingly, a higher level of brokering activity among lower-status middle managers.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.