AN EXAMINATION OF THE INFLUENCE OF MIDDLE‐LEVEL MANAGERS IN FORMULATING AND IMPLEMENTING STRATEGIC DECISIONS
研究了中层管理者对战略决策的向上影响，发现其影响在低风险决策和实施阶段更常见，且私营部门管理者比公共部门更频繁施加影响。
The upward influence of middle‐level managers (MLMs) on strategic planning and decision‐making is examined. It was found that: (1) upward influence activity was more prevalent in low risk/return types of strategic decisions than in high risk/return decisions; (2) upward influence activity was more prevalent during the implementation of strategic decisions than during the formulation of such decisions; (3) managers most often used rational arguments in their influence attempts; (4) managers were more likely to be successful than unsuccessful in influencing their superiors in strategic decisions; (5) managers most often attributed their success in influencing their superiors to internal causes and their failures to external causes; (6) managers from private sector organizations exerted influence in both high risk and low risk strategic decisions more frequently than did managers from public sector organizations; and (7) the number of years working with the superior was the best predictor of successful interactions and of risky decisions. Some insight into the development of widespread strategic thinking in an organization is provided.