Please use this identifier to cite or link to this item:
Title: Middle managers' upward roles in the public sector
Authors: Chen, Chung-An
Berman, Evan M.
Wang, Chun-Yuan
Keywords: DRNTU::Social sciences::Political science::Public administration
Issue Date: 2014
Source: Chen, C.-A., Berman, E. M., & Wang, C.-Y. Middle managers' upward roles in the public sector. Administration & society, in press.
Series/Report no.: Administration & society
Abstract: Whereas previous public administration studies have focused on middle managers’ roles in implementation, this study contributes to the literature by emphasizing middle managers’ other roles, specifically, upward roles that concern (a) championing alternatives and (b) synthesizing information. We examine whether middle managers are more involved in synthesizing information than championing alternatives and test multiple levers that increase these roles at the individual, organization, and interorganizational levels. This study finds that job security, connections with stakeholders, and autonomous motivation are among the most important predictors. This study calls for taking a broader perspective on middle managers’ contributions to public organizations.
DOI: 10.1177/0095399714546326
Rights: © 2014 The Authors. This is the author created version of a work that has been peer reviewed and accepted for publication by Administration & Society, SAGE Publications. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document. The published version is available at: [].
Fulltext Permission: open
Fulltext Availability: With Fulltext
Appears in Collections:HSS Journal Articles

Files in This Item:
File Description SizeFormat 
555.45 kBAdobe PDFThumbnail

Google ScholarTM




Items in DR-NTU are protected by copyright, with all rights reserved, unless otherwise indicated.