Publicação
How do middle managers deal with uncertainty in the strategy process?
| Resumo: | Uncertainty is an unavoidable dimension of organizational life, and it is also challenging even for the most competent managers (Pich, Loch, & Meyer, 2002). This thesis examined middle managers’ uncertainty responses during the formulation and implementation of the strategy process in three studies. The first study was qualitative and intended to expose the sources of uncertainty, managerial responses, and variables, which are essential for middle managers to cope with uncertainty in the strategy process. Study 1, involving interviews with 22 middle managers in civilian and military organizations, resulted in six sources, including a new classification--International instability and disasters--and five different responses: Collaborative responses, Emotional responses, Cognitive responses, Value-based responses, and Bureaucratic responses. In the second study, we conducted a Multidimensional scaling technique (N=70) to create a taxonomy of perception of managerial uncertainty responses in order to understand the nature of uncertainty in any organization and to help to build new theories. Results indicated six clusters: Protection by Support, Protection by Structure, Protection by Scapegoats, Certainty of Change, Development by Debate, and Development by Change. In the third study, we examined the effects of individual responses to uncertainty and organizational factors on managerial responses using quantitative analysis (N=310). The results showed that organizational-level knowledge sharing has positive effects on managers’ desire of change. This study added a new source of uncertainty and five different managerial responses to uncertainty, and revealed that individual-level cognitive uncertainty and desire of change result in bureaucratic and collaborative responses. Additionally, we contend that managers respond to uncertainty variously, from suppressing to collaboration, either to protect themselves or to act towards a constructive change in the organizations. |
|---|---|
| Autores principais: | Hasan Aktas |
| Assunto: | Uncertainty Surprise Team Multinational military organizations Group Incerteza Fontes de incerteza Gerenciamento de incertezas Gerentes intermediários |
| Ano: | 2019 |
| País: | Portugal |
| Tipo de documento: | tese de doutoramento |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | ISCTE |
| Idioma: | inglês |
| Origem: | Repositório ISCTE |
| _version_ | 1868443358397988864 |
|---|---|
| author | Hasan Aktas |
| author_facet | Hasan Aktas |
| author_role | author |
| country_str | PT |
| creators_json_txt | [{\"Person.name\":\"Hasan Aktas\"}] |
| datacite.creators.creator.creatorName.fl_str_mv | Hasan Aktas |
| datacite.date.Accepted.fl_str_mv | 2019-09-02T00:00:00Z |
| datacite.date.available.fl_str_mv | 2020-02-05T15:12:01Z |
| datacite.date.embargoed.fl_str_mv | 2020-02-05T15:12:01Z |
| datacite.rights.fl_str_mv | http://purl.org/coar/access_right/c_abf2 |
| datacite.subjects.subject.fl_str_mv | Uncertainty Surprise Team Multinational military organizations Group Incerteza Fontes de incerteza Gerenciamento de incertezas Gerentes intermediários |
| datacite.titles.title.fl_str_mv | How do middle managers deal with uncertainty in the strategy process? |
| dc.creator.none.fl_str_mv | Hasan Aktas |
| dc.date.Accepted.fl_str_mv | 2019-09-02T00:00:00Z |
| dc.date.available.fl_str_mv | 2020-02-05T15:12:01Z |
| dc.date.embargoed.fl_str_mv | 2020-02-05T15:12:01Z |
| dc.description.none.fl_str_mv | A incerteza é uma dimensão inevitável da vida organizacional, e também é um desafio até mesmo para os gerentes mais competentes (Pich, Loch & Meyer, 2002). Esta dissertação examinou as respostas de incerteza do gerente intermediário durante a formulação e implementação do processo de estratégia em três estudos. O primeiro estudo foi qualitativo e pretendia expor as fontes de incerteza, respostas gerenciais e variáveis, que são essenciais para os gerentes de nível médio lidarem com a incerteza no processo de estratégia. O estudo 1, com entrevistas a 22 gerentes de nível médio em organizações civis e militares, resulta em seis fontes, incluindo uma nova classificação; Instabilidade internacional e desastres e cinco respostas diferentes; Respostas colaborativas, respostas emocionais, respostas cognitivas, respostas baseadas em valores e respostas burocráticas. No segundo estudo, conduzimos uma técnica de dimensionamento multidimensional (N = 70) para criar uma taxonomia da percepção das respostas gerenciais de incerteza para entender a natureza da incerteza em qualquer organização e para ajudar a construir novas teorias. Os resultados indicaram cinco clusters; Proteção por Suporte, Proteção por Estrutura, Proteção por Bodes Expiatórios, Certeza de Mudança, Desenvolvimento por Debate e Desenvolvimento por Mudança. No terceiro estudo, examinamos os efeitos das respostas individuais à incerteza e fatores organizacionais sobre respostas gerenciais por meio de análise quantitativa (N = 310). Os resultados mostraram que o compartilhamento do conhecimento no nível organizacional tem efeitos positivos no desejo de mudança dos gestores. Este estudo adicionou uma nova fonte de incerteza e cinco respostas gerenciais diferentes à incerteza e revelou que a incerteza cognitiva de nível individual e o desejo de mudança resultam em respostas burocráticas e colaborativas. Além disso, afirmamos que os gerentes reagem à incerteza, desde a supressão até a colaboração, seja para se protegerem ou para agir em prol de uma mudança construtiva nas organizações. |
| dc.format.none.fl_str_mv | application/pdf application/octet-stream application/octet-stream |
| dc.identifier.none.fl_str_mv | http://hdl.handle.net/10071/19819 |
| dc.language.none.fl_str_mv | eng |
| dc.rights.none.fl_str_mv | http://purl.org/coar/access_right/c_abf2 |
| dc.subject.none.fl_str_mv | Uncertainty Surprise Team Multinational military organizations Group Incerteza Fontes de incerteza Gerenciamento de incertezas Gerentes intermediários |
| dc.title.fl_str_mv | How do middle managers deal with uncertainty in the strategy process? |
| dc.type.none.fl_str_mv | http://purl.org/coar/resource_type/c_db06 |
| description | Uncertainty is an unavoidable dimension of organizational life, and it is also challenging even for the most competent managers (Pich, Loch, & Meyer, 2002). This thesis examined middle managers’ uncertainty responses during the formulation and implementation of the strategy process in three studies. The first study was qualitative and intended to expose the sources of uncertainty, managerial responses, and variables, which are essential for middle managers to cope with uncertainty in the strategy process. Study 1, involving interviews with 22 middle managers in civilian and military organizations, resulted in six sources, including a new classification--International instability and disasters--and five different responses: Collaborative responses, Emotional responses, Cognitive responses, Value-based responses, and Bureaucratic responses. In the second study, we conducted a Multidimensional scaling technique (N=70) to create a taxonomy of perception of managerial uncertainty responses in order to understand the nature of uncertainty in any organization and to help to build new theories. Results indicated six clusters: Protection by Support, Protection by Structure, Protection by Scapegoats, Certainty of Change, Development by Debate, and Development by Change. In the third study, we examined the effects of individual responses to uncertainty and organizational factors on managerial responses using quantitative analysis (N=310). The results showed that organizational-level knowledge sharing has positive effects on managers’ desire of change. This study added a new source of uncertainty and five different managerial responses to uncertainty, and revealed that individual-level cognitive uncertainty and desire of change result in bureaucratic and collaborative responses. Additionally, we contend that managers respond to uncertainty variously, from suppressing to collaboration, either to protect themselves or to act towards a constructive change in the organizations. |
| dirty | 0 |
| eu_rights_str_mv | openAccess |
| format | doctoralThesis |
| id | iscte_e99c3a8b0559bfdfd5a4ef138eb4da9f |
| identifier.url.fl_str_mv | http://hdl.handle.net/10071/19819 |
| instacron_str | iscte |
| institution | ISCTE |
| instname_str | ISCTE |
| language | eng |
| network_acronym_str | iscte |
| network_name_str | Repositório ISCTE |
| oai_identifier_str | oai:repositorio.iscte-iul.pt:10071/19819 |
| organization_str_mv | urn:organizationAcronym:iscte |
| person_str_mv | Hasan Aktas |
| publishDate | 2019 |
| reponame_str | Repositório ISCTE |
| repository_id_str | urn:repositoryAcronym:iscte |
| service_str_mv | urn:repositoryAcronym:iscte |
| spelling | porUncertainty is an unavoidable dimension of organizational life, and it is also challenging even for the most competent managers (Pich, Loch, & Meyer, 2002). This thesis examined middle managers’ uncertainty responses during the formulation and implementation of the strategy process in three studies. The first study was qualitative and intended to expose the sources of uncertainty, managerial responses, and variables, which are essential for middle managers to cope with uncertainty in the strategy process. Study 1, involving interviews with 22 middle managers in civilian and military organizations, resulted in six sources, including a new classification--International instability and disasters--and five different responses: Collaborative responses, Emotional responses, Cognitive responses, Value-based responses, and Bureaucratic responses. In the second study, we conducted a Multidimensional scaling technique (N=70) to create a taxonomy of perception of managerial uncertainty responses in order to understand the nature of uncertainty in any organization and to help to build new theories. Results indicated six clusters: Protection by Support, Protection by Structure, Protection by Scapegoats, Certainty of Change, Development by Debate, and Development by Change. In the third study, we examined the effects of individual responses to uncertainty and organizational factors on managerial responses using quantitative analysis (N=310). The results showed that organizational-level knowledge sharing has positive effects on managers’ desire of change. This study added a new source of uncertainty and five different managerial responses to uncertainty, and revealed that individual-level cognitive uncertainty and desire of change result in bureaucratic and collaborative responses. Additionally, we contend that managers respond to uncertainty variously, from suppressing to collaboration, either to protect themselves or to act towards a constructive change in the organizations.porA incerteza é uma dimensão inevitável da vida organizacional, e também é um desafio até mesmo para os gerentes mais competentes (Pich, Loch & Meyer, 2002). Esta dissertação examinou as respostas de incerteza do gerente intermediário durante a formulação e implementação do processo de estratégia em três estudos. O primeiro estudo foi qualitativo e pretendia expor as fontes de incerteza, respostas gerenciais e variáveis, que são essenciais para os gerentes de nível médio lidarem com a incerteza no processo de estratégia. O estudo 1, com entrevistas a 22 gerentes de nível médio em organizações civis e militares, resulta em seis fontes, incluindo uma nova classificação; Instabilidade internacional e desastres e cinco respostas diferentes; Respostas colaborativas, respostas emocionais, respostas cognitivas, respostas baseadas em valores e respostas burocráticas. No segundo estudo, conduzimos uma técnica de dimensionamento multidimensional (N = 70) para criar uma taxonomia da percepção das respostas gerenciais de incerteza para entender a natureza da incerteza em qualquer organização e para ajudar a construir novas teorias. Os resultados indicaram cinco clusters; Proteção por Suporte, Proteção por Estrutura, Proteção por Bodes Expiatórios, Certeza de Mudança, Desenvolvimento por Debate e Desenvolvimento por Mudança. No terceiro estudo, examinamos os efeitos das respostas individuais à incerteza e fatores organizacionais sobre respostas gerenciais por meio de análise quantitativa (N = 310). Os resultados mostraram que o compartilhamento do conhecimento no nível organizacional tem efeitos positivos no desejo de mudança dos gestores. Este estudo adicionou uma nova fonte de incerteza e cinco respostas gerenciais diferentes à incerteza e revelou que a incerteza cognitiva de nível individual e o desejo de mudança resultam em respostas burocráticas e colaborativas. Além disso, afirmamos que os gerentes reagem à incerteza, desde a supressão até a colaboração, seja para se protegerem ou para agir em prol de uma mudança construtiva nas organizações.application/pdfapplication/octet-streamapplication/octet-streamengporHow do middle managers deal with uncertainty in the strategy process?Hasan AktasHandlehttp://hdl.handle.net/10071/19819DOIurn:tid:101580096URNTID:1015800962020-02-05T15:12:01Z2019-09-02T00:00:00Z2019-09-022019-07http://purl.org/coar/access_right/c_abf2open accessporUncertaintyporSurpriseporTeamporMultinational military organizationsporGroupporIncertezaporFontes de incertezaporGerenciamento de incertezasporGerentes intermediários2560323 bytes363594 bytes1039542 byteshttp://purl.org/coar/access_right/c_abf2application/pdffulltexthttps://repositorio.iscte-iul.pt/bitstreams/39753f57-b9c2-49be-813f-f1952d182e74/downloadhttp://purl.org/coar/access_right/c_abf2application/octet-streamfulltexthttps://repositorio.iscte-iul.pt/bitstreams/ae64a8b5-cb35-447a-bf7d-a3ad04f213d0/downloadhttp://purl.org/coar/access_right/c_abf2application/octet-streamfulltexthttps://repositorio.iscte-iul.pt/bitstreams/d25b1a7c-7065-4e8a-ab06-45105bbeb7b7/downloadother research producthttp://purl.org/coar/resource_type/c_db06doctoral thesis |
| spellingShingle | How do middle managers deal with uncertainty in the strategy process? Hasan Aktas Uncertainty Surprise Team Multinational military organizations Group Incerteza Fontes de incerteza Gerenciamento de incertezas Gerentes intermediários |
| status | SINGLETON |
| subject.fl_str_mv | Uncertainty Surprise Team Multinational military organizations Group Incerteza Fontes de incerteza Gerenciamento de incertezas Gerentes intermediários |
| title | How do middle managers deal with uncertainty in the strategy process? |
| title_full | How do middle managers deal with uncertainty in the strategy process? |
| title_fullStr | How do middle managers deal with uncertainty in the strategy process? |
| title_full_unstemmed | How do middle managers deal with uncertainty in the strategy process? |
| title_short | How do middle managers deal with uncertainty in the strategy process? |
| title_sort | How do middle managers deal with uncertainty in the strategy process? |
| topic | Uncertainty Surprise Team Multinational military organizations Group Incerteza Fontes de incerteza Gerenciamento de incertezas Gerentes intermediários |
| topic_facet | Uncertainty Surprise Team Multinational military organizations Group Incerteza Fontes de incerteza Gerenciamento de incertezas Gerentes intermediários |
| url | http://hdl.handle.net/10071/19819 |
| visible | 1 |