The strategising roles of public sector middle managers

Orientation: Whilst research on middle managers has increased considerably, research on the role of middle managers in the public sector context remains a rich context for exploring strategising. Research purpose: The purpose of this research was to explore the strategising roles of middle managers in the public sector through the strategy-as-practice perspective. Motivation for the study: The article responds to calls for research using the strategy-as-practice perspective to explore the role of middle managers in the public sector. Research design, approach and method: The research adopted a qualitative exploratory case study design. The data was gathered using semi-structured interviews conducted with 14 middle managers at a selected government department. Main findings: The research findings confirm that the strategising roles of middle managers in the public sector comprise of three key roles: sense-making and sense-giving role, the implementation role and monitoring and evaluation role. Within the public sector context, strategies are mostly deliberate and driven from national plans. When middle managers `receive’ these strategies, they make sense of it and then communicate the strategy to their subordinates through their own interpretations involving both horizontal and vertical communication channels. Practical/managerial implications: The findings confirm benefits for involving middle managers in the crafting of high-level strategy in government departments which may lead to them owning the strategy and implementation thereof. Contribution/value-add: The research adds value by confirming the middle managers’ strategising roles within the chosen government department and identifying how changes to their roles can enhance strategising.