When Top Managers’ Temporal Orientations Collide: Middle managers and the strategic use of the past
通过研究一家有200多年历史的日本手工艺企业，揭示中层管理者如何在高层时间取向冲突时，通过时间流动、时间社会化与融合过去三个过程，策略性地运用过去，挑战了以往线性时间观。
Use-of-the-past research has advanced our understanding of how top managers instrumentalize past knowledge, events and rhetorical constructions to advance their present-day interests. However, it is unclear how they use the past when they have divergent understandings of the past and different visions of the future. Temporal tensions can lead to a period of unsettlement in organizations, undermine the top management’s power base, and open up space for middle managers to take a central role in using the past. Through a longitudinal case study of a Japanese craft firm with a history of over 200 years, we examine how middle managers progressively take an active role in using the past through three processes: temporal mobility, temporal socialization and coalescing the past. Our findings challenge the somewhat linear conception of time in the use-of-the-past literature by elucidating the emergent, in-the-moment evolution of middle managers’ strategic use of the past. By adopting a process-analytic lens, our findings extend current understanding of the strategic use of the past as not undertaken by a few powerful individuals in a given moment, but a continually changing process enacted by multiple middle managers with different temporal orientations. Moreover, our findings contribute to the use-of-the-past literature by taking a relational perspective of temporality. Finally, we reconceptualize the strategic flexibility of middle managers from a temporality perspective, showing that they can alter the temporal orientations of those at the top and the bottom.