On the pursuit of change: The Role of Middle Managers in Promoting Organizational Entrepreneurship

Abstract: Background: In today’s dynamic market environment, change and entrepreneurship are considered important for organizations to keep gaining a competitive advantage. Previous literature on change management primarily focuses on the importance of top management and employees during change, while underexposing the potential key role of middle managers in driving and implementing change. Furthermore, the literature has yet to reach any consensus about the middle manager’s role in promoting organizational entrepreneurship. Purpose: The purpose of this thesis is to contribute to the literature by exploring the role of middle managers in promoting entrepreneurship during a change process. Method: This research is conducted through a qualitative single case study, using mainly in-depth interviews for primary data collection. Findings: The findings show the activities of middle managers during change aimed at promoting entrepreneurship. The activities indicate that middle managers act as change intermediaries, sense-makers, expectation managers, and take up additional roles to promote entrepreneurial activities among organizational members. In addition, the findings show that middle managers can act as secret change agents to promote entrepreneurship and drive change. Conclusion: The empirical evidence suggests that middle managers might have a key role in promoting organizational entrepreneurship during the implementation-phase of a strategic change.