Secrecy in Practice: How Middle Managers Promote Strategic Initiatives behind the Scenes
基于35位高管的深度访谈，研究了中层管理者在不利条件下使用秘密来探索和推动战略举措的三种关键实践，以及秘密管理得当与否导致的相反结果。
In this study, we focus on secrecy within organizations and examine why and how middle managers use secrecy to explore and promote strategic initiatives. We conceptualize secrecy as a dynamic social process that unfolds in the political arena and is oriented toward gaining influence and power. It is enacted through a distinct set of practices intentionally designed to conceal and control identities, activities and information. Drawing on 35 in-depth interviews with executives who recount their experiences as middle managers, our findings indicate that middle managers tend to use secrecy under unfavourable contextual and personal conditions. Further, we find that middle managers use three key practices – selecting for enrolment, sequencing involvement and controlling information – to explore and promote strategic initiatives in secrecy. These secrecy practices enable them to influence cognition, emotions and exchange relations as they compete for attention and support. Finally, our findings suggest that secrecy can lead to two opposite outcomes. Managed carefully, secrecy enhances receptivity to strategic initiatives, but if it is mismanaged, secrecy leads to resistance and distrust.