Examine the persistent misalignment between middle managers’ decision-making processes and organizational expectations in high-performing teams. This misalignment often leads to inefficiencies and suboptimal outcomes. Middle managers play a crucial role in organizations by interpreting strategic goals and translating them into actionable decisions. However, existing literature suggests that their decision-making is influenced by multiple intersecting factors, including ambiguity, ethical considerations, and emotional responses (Awati & Nikolova, 2022; Drašček et al., 2020; Kroon & Reif, 2021). Despite research on sensemaking as a critical managerial skill, gaps remain in understanding how middle managers navigate the transition from interpreting organizational goals to making decisions that align with those expectations (Hayden et al., 2021). The study will review how concepts like greenwashing, role ambiguity, and decision-making frameworks affect managerial actions (Ferrón-Vílchez et al., 2020; Gahagan, 2023).
Qualitative Research Question
The research question should connect to the dissertation topic by examining how middle managers shift from sensemaking to decision-making. This shift is key to understanding the gap between what they decide and what the organization expects. It should also look into how their views on organizational challenges and their own skills affect these processes. The goal is to ensure the findings add value to both theory and practical use.
Here is the proposed question: What processes do middle managers in high-performing teams use to transition from sensemaking to decision-making, and how do their perceptions of organizational challenges and personal capabilities influence these processes?
Justification
A grounded theory research design fits well for this dissertation because it helps to understand processes and build theory straight from the data. According to Creswell and Poth (2023), grounded theory provides a clear method that lets researchers create theories based on what participants experience, involving continual data collection and analysis. This method matches the research goal of examining how middle managers transition from sensemaking to decision-making. Grounded theory’s flexibility allows for the incorporation of new themes and patterns, which makes it easier to look closely at how managers view their roles and make decisions (Themelis et al., 2023). Using a grounded theory design, the study will provide a strong theoretical framework that is data-driven and meaningful for organizational practices.
Limitations
Grounded theory comes with several challenges to consider in this study. One main issue is researcher bias. The process of collecting data and analyzing it often requires the researcher to interpret and make decisions repeatedly (Creswell & Poth, 2023). To handle this, the researcher must be reflexive and transparent throughout. Grounded theory relies on theoretical sampling and constant comparison, but this can take a lot of time. It might also change the study’s focus as new themes pop up. Recruiting middle managers from various industries can add logistical challenges as well. Themelis et al. (2023) point out that balancing deductive, inductive, and abductive reasoning is vital. This balance helps keep the findings rooted in the data while addressing any theoretical gaps. These points will steer the research process, helping to reduce limitations and uphold a strong methodological approach.
References
Awati, K., & Nikolova, N. (2022). From ambiguity to action: Integrating collective sensemaking and rational decision making in management pedagogy and practice. Management Decision, 60(11), 3127-3146. https://doi.org/10.1108/MD-06-2021-0804Links to an external site.
Creswell, J. W., & Poth, C. N. (2023). Qualitative Inquiry and Research Design (5th ed.). SAGE Publications, Inc. (US). https://mbsdirect.vitalsource.com/books/9781544398426Links to an external site.
Drašček, M., Rejc Buhovac, A., & Mesner Andolšek, D. (2021). Moral pragmatism as a bridge between duty, utility, and virtue in managers’ ethical decision-making. Journal of Business Ethics, 172(4), 803-819. https://doi.org/10.1007/s10551-020-04489-2Links to an external site.
Ferrón‐Vílchez, V., Valero‐Gil, J., & Suárez‐Perales, I. (2021). How does greenwashing influence managers’ decision‐making? an experimental approach under stakeholder view. Corporate Social-Responsibility and Environmental Management, 28(2), 860-880. https://doi.org/10.1002/csr.2095Links to an external site.
Gahagan, N. H. (2023). Managing change from the murky middle: Offering role structure and support helps middle managers effectively lead change. Planning for Higher Education, 51(2), 1-10. https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/scholarly-journals/managing-change-murky-middle-offering-role/docview/2833247385/se-2Links to an external site.
Hayden, M. T., Mattimoe, R., & Jack, L. (2021). Sensemaking and the influencing factors on farmer decision-making. Journal of Rural Studies, 84, 31-44. https://doi.org/10.1016/j.jrurstud.2021.03.007Links to an external site.
Kroon, D. P., & Reif, H. (2023). The role of emotions in middle managers’ sensemaking and sensegiving practices during post-merger integration. Group & Organization Management, 48(3), 790-832. DOI: 10.1177/10596011211037789
Themelis, C., Sime, J., & Thornberg, R. (2023). Informed grounded theory: A symbiosis of philosophy, methodology, and art. Scandinavian Journal of Educational Research, 67(7), 1086-1099. https://doi.org/10.1080/00313831.2022.2115135
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