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|Title:||Middle managers' upward roles in the public sector||Authors:||Chen, Chung-An
Berman, Evan M.
|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.||URI:||https://hdl.handle.net/10356/103702
|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: [http://dx.doi.org/10.1177/0095399714546326].||Fulltext Permission:||open||Fulltext Availability:||With Fulltext|
|Appears in Collections:||HSS Journal Articles|
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