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Building Support: How outsider CEO reputation and framing impact middle management acceptance of strategic change
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DOI：10.1177/01708406261459061.png)
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Abstract
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<jats:p>Although outsider CEOs are often brought into an organization to usher in strategic change, the successful implementation of these changes hinges on securing support from middle management. As a vital link between strategic and operational levels, middle managers can champion or resist change. Understanding how outsider CEOs, who are largely unfamiliar to organizational members, can gain support from middle management is crucial, given the pivotal role middle managers play in strategy implementation. This study examines the fundamental mechanisms through which these CEOs can foster middle managers’ buy-in for their proposed strategic change. We develop and test a model that focuses on the distinct and interactive effects of three key social influence factors that help explain whether middle managers buy into a strategic change: the outsider CEO’s reputation, the CEO’s framing of the change, and middle managers’ predispositions to the proposed change. We tested our assertions with a sample of working middle managers using a media-rich experimental design examining the introduction of big data analytics, an essential strategic tool for modern organizations, as a strategic change initiative. In doing so, our research provides new insights into, and empirical evidence on, the nuanced dynamics between CEOs and middle managers during the strategic change process, as well as the relational mechanisms that facilitate the implementation of CEO-led strategic change.</jats:p>
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