The Role of Middle Managers in Strategic Change Implementation in the Northern Territory Public Sector: The Australian Experience

Jessica Marin-Ulloa, John Politis, Rolf Gerritsen

Research output: Chapter in Book/Report/Conference proceedingConference Paper published in Proceedingspeer-review


This study examines the role of middle managers in the strategic change implementation in Northern Territory Public sector organisations. Under a case study approach, the managers’ roles were assessed through documentary evidence, semi-structured interviews and on-line surveys. This paper is part of a larger research program and the findings are based in one of the participating organisations via a quantitative approach. The on-line surveys assessed the roles undertaken by middle managers identified as contributing to the effectiveness of the strategic process and its impact on long-term effect and improvements for future change. The findings suggest that the middle managers in the public sector who performed these roles do not support long-term strategic change implementation. It is implied in these findings that the implementation of any strategic change should be given adequate time to mature, and that efforts should be made to have a post-implementation strategy to maintain the momentum of any achievements gained, noting that in the public sector this cannot be achieved without top management ongoing commitment. The limitations of the study and directions for future research are discussed.
Original languageEnglish
Title of host publicationPublished by Academic Conferences and Publishing International Limited
Subtitle of host publicationBangkok University, Thailand
EditorsVincent Ribiere
Place of PublicationReading, United kingdom
Number of pages8
ISBN (Electronic)978-1-911218-82-1
Publication statusPublished - 24 May 2018
EventInternational Conference on Management, Leadership and Governance - Bangkok University, Bangkok, Thailand
Duration: 24 May 201825 May 2018
Conference number: 6th


ConferenceInternational Conference on Management, Leadership and Governance
Abbreviated titleICMLG 2018


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