What the research says

Do middle managers' networks matter for change?

The short answer

In the studies we mapped, they appear to, though most of the evidence is low strength. Among mid-level managers at one hospital, those who spanned boundaries were more strategically active. Upward influence paid off more for middle managers with a strong reputation in their networks. Clinician-managers balanced proven safety routines with new practice when they had professional legitimacy and strong networks. In two hospitals, change hinged on spaces where reform-minded middle managers and staff could band together. And one conceptual paper argues that bridging gaps between unconnected people is not always the smart move.

Based on 6 studies from the Atlas of the Middle: 0 rated high strength, 2 medium, 4 low. Designs: survey (2), qualitative case (2), qualitative interviews (1), conceptual (1).

Where they sit in the network

Among 89 mid-level managers at a US urban hospital, different kinds of network centrality were tied to different parts of strategic renewal, and managers who spanned boundaries were more strategically active. In another survey, middle managers' influence on those above them related to unit performance along a curve, and paid off more for managers with a strong reputation in their networks.

Pappas & Wooldridge (2007) · survey · LowMiddle Managers' Divergent Strategic Activity: An Investigation of Multiple Measures of Network CentralityAmong 89 mid-level managers at a U.S. urban hospital, different kinds of network centrality were tied to different parts of strategic renewal, and managers who spanned boundaries were more strategically active.Ahearne et al. (2014) · survey · MediumPerformance impact of middle managers' adaptive strategy implementation: The role of social capitalMiddle managers' influence on those above them related to unit performance along a curve rather than a straight line, and it paid off more for managers with a strong reputation in their networks.

Networks and legitimacy

In UK hospitals, clinician-managers balanced proven safety routines with new practice when they had professional legitimacy, strong networks and a broad view of their professional role.

Burgess et al. (2015) · qualitative interviews · LowOrganizational Ambidexterity and the Hybrid Middle Manager: The Case of Patient Safety in UK HospitalsIn UK hospitals, clinician-managers balanced proven safety routines with new practice when they had professional legitimacy, strong networks and a broad view of their professional role.

Allies across levels and firms

In two hospitals answering new regulation, change hinged on spaces where reform-minded middle managers and staff could band together. Middle managers from five large French public works firms, meeting as a cross-company study group, made sense of a shared digital design model by translating and reworking ideas together.

Kellogg (2009) · qualitative case · MediumOperating Room: Relational Spaces and Microinstitutional Change in SurgeryIn two hospitals answering new regulation, top managers backed new programs, but using them could require junior staff to challenge middle managers with opposing interests; change hinged on spaces where reform-minded middle managers and staff could band together.Teulier & Rouleau (2013) · qualitative case · LowMiddle Managers' Sensemaking and Interorganizational Change Initiation: Translation Spaces and Editing PracticesMiddle managers from five large French public works firms, meeting as a cross-company study group, made sense of a shared digital design model set to reshape their sector by translating and reworking ideas together.

Bridging is not always the smart move

One conceptual paper argues middle managers broker between groups in eight different ways, each serving different strategic goals, and that bridging gaps between unconnected people is not always the smart move.

Shi et al. (2009) · conceptual · LowThe Role of Middle Management in the Strategy Process: Group Affiliation, Structural Holes, and Tertius IungensThe authors argue that middle managers broker between groups in eight different ways, each serving different strategic goals, and that bridging gaps between unconnected people is not always the smart move.

What I take from it

My read is that a middle manager's reach across groups is part of what a change runs on, and an org chart won't show it. Before a change, I would find out who the boundary spanners are and give them a real role in it.

This is my reading, Gabriel Lopez's, not a finding of the studies above.

Common questions

Are boundary-spanning managers more strategic?

In one survey of 89 mid-level managers at a US urban hospital, managers who spanned boundaries were more strategically active, and different kinds of network centrality were tied to different parts of strategic renewal. It is one low-strength survey.

Should middle managers always bridge between groups?

Not according to one conceptual paper, which argues middle managers broker between groups in eight different ways, each serving different strategic goals, and that bridging gaps between unconnected people is not always the smart move.

Free guideThe 12 core answers in one 15-page PDFWhat the research says about change in the middle, with how strong the evidence is.Get the guide

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