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.
|Title of host publication||Published by Academic Conferences and Publishing International Limited|
|Subtitle of host publication||Bangkok University, Thailand|
|Place of Publication||Reading, United kingdom|
|Number of pages||8|
|Publication status||Published - 24 May 2018|
|Event||International Conference on Management, Leadership and Governance - Bangkok University, Bangkok, Thailand|
Duration: 24 May 2018 → 25 May 2018
Conference number: 6th
|Conference||International Conference on Management, Leadership and Governance|
|Abbreviated title||ICMLG 2018|
|Period||24/05/18 → 25/05/18|
Marin-Ulloa, J., Politis, J., & Gerritsen, R. (2018). The Role of Middle Managers in Strategic Change Implementation in the Northern Territory Public Sector: The Australian Experience. In V. Ribiere (Ed.), Published by Academic Conferences and Publishing International Limited: Bangkok University, Thailand (Vol. 1, pp. 186-193).