Participation in the Field of Strategic Management and Productivity Group Activities by Mohsen Noghani D.B., Hamid Massoudi

“…A survey method in 2012 was employed to survey with the entire population of 40 people (middle managers and senior experts). Results show the average age of respondents is (44±7.32) years and their employment time is (18.7±7.48) years. …”
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Crisis leadership: Reflecting on the complex role of academic (middle) leaders during the COVID-19 pandemic by Cherrel Africa, Derek Yu, Abdulrazak Karriem, Bonita Raymond

“… This article examines the experiences and coping strategies of four university middle-managers during the unprecedented time of disruption caused by the COVID-19 pandemic. …”
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Systems Thinking and Implementation of Knowledge Management by Adel Salavati, Mojtaba Rostami Noroozabad, Farzad Kamangar, Saman Rahmani Noroozabad

“…Statistical populations of this research are Professionals, middle managers and senior managers Companies based in the field of energy in the interior, that of this Statistical population 291 people were studied. …”
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High performance work system and transformational leadership: Revisiting and questioning their implications for health-related wellbeing by Mats Ehrnrooth, Alexei Koveshnikov, Heidi Wechtler, Sven Hauff

“…Based on data from 308 white collar employees working under 76 middle-managers in five Finnish organizations our study points to the incompleteness of previous siloed research on both TL and HPWS, sheds new light on their relationships with wellbeing, and suggests ways to develop both TL and HPWS theory, thus providing important guidance for future research on their effects.…”
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Opportunities and Challenges to the Implementation of Value-Based Healthcare (VBHC) in SMES: The Case of the State of Qatar by Abdelfadil Babiker Ibrahim, Thomas Roderick, Rees Daniel, Suliman Abubakr

“…The respondents include government officials, CEOs, middle managers, first-line managers, and physicians. …”
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Governance challenges in temporary organizations: a case of evolution and representations by Magali Simard, Danielle Laberge

“…Afterwards, the project execution is usually delegated, enabling middle managers to participate in strategy operationalization. …”
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Upaya Peningkatan Kinerja Belajar Mengajar Guru Melalui Supervisi Akademik Pada Pelaksanaan Manajemen Kepala Sekolah Di SMPN 13 by Sugiyarti Sugiyarti

“…Managers can be divided into three levels, namely: top manager, middle manager and teacher manager. Likewise with this research, there are a number of benefits for both writers and readers. …”
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Governance challenges in temporary organizations: a case of evolution and representations by Magali Simard, Danielle Laberge

“…Afterwards, the project execution is usually delegated, enabling middle managers to participate in strategy operationalization. …”
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A Study on BI System: A Moderating Role of Organizational Learning by Saira Naz, Muhammad Khalique, Saleem Ahmed

“…We adopted the quantitative method that comprises gathering secondary data from middle managers in Karachi’s banking industry and analyzing the data using partial least squares-structural equation modeling (PLS-SEM). …”
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Sustainability and Competitiveness of Logistics Services Providers in Indonesia by Engkos Achmad Kuncoro, Dony Saputra, Robin Cahyadi, Ridho Bramulya Ikhsan

“…The data were unstructured interviews with 10 middle managers with the job position of leader and manager. …”
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Managerial Skills in Different Organizational Levels by Abbas Abbasi, Moslem Alimohammadloo, Zahra karimi

“…The results of this study shows that the dimensions of team working, technology and problem solving skills have the most importance among top managers respectively; the dimensions of technology, learning and communication skills have the most importance among middle managers respectively, and the dimensions of learning, communication and technology skills have the most importance among first-line managers respectively.…”
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Crisis leadership: Reflecting on the complex role of academic (middle) leaders during the COVID-19 pandemic by Cherrel Africa, Derek Yu, Abdulrazak Karriem, Bonita Raymond

“… This article examines the experiences and coping strategies of four university middle-managers during the unprecedented time of disruption caused by the COVID-19 pandemic. …”
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Governance challenges in temporary organizations: a case of evolution and representations by Magali Simard, Danielle Laberge

“…Afterwards, the project execution is usually delegated, enabling middle managers to participate in strategy operationalization. …”
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The relationship between Business Process Re-engineering and learning organization by Reza Vaezi, Zeynab Abbasi

“…The designed questionnaire was distributed between top executives, vice presidents, project managers, middle managers, process experts and trainers of the companies and totally gathered 135 of them. …”
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The Impact of Knowledge Management on Organizational Innovative Performance with Emphasis on Mediating Role of Organizational Learning Case Study: Qaed Basir Petrochemical Products... by Peyman Hajizade, Ahmad sardari

“…The statistical population of this study consists of senior managers, middle managers, and field managers along with a number of experts in petrochemical holding company including 263, from whom a sample of 156 respondents was selected to answer a questionnaire of 63 questions. …”
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Employers’ policies and attitudes towards the performance of older employees in Lithuania by Daiva Skučienė, Julija Moskvina

“…The employers in primary data of Eurobarometer 76.2 were defined as general and middle managers. The data were analysed using the method of factor analysis. …”
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PERSONAL AND SOCIAL-PSYCHOLOGICAL CHARACTERISTICS OF MIDDLE-LEVEL MANAGERS IN VARIOUS LIVING CONDITIONS (ON THE EXAMPLE OF THE REGIONAL CENTER AND RURAL AREAS) by Aleksandr Vladimirovich Soldatov

“…Less expressed motives of power and success, direction on successful result in activity, the reduced independence and unsociability, higher reflexivity, negative attitude to the past, and low orientation to the future are typical for middle managers in the regional centers. In contrast, middle-level managers in rural areas have more expressed motives of power and success, orientation on successful result and more expressed independence and unsociability.…”
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Flow and quality of work life in a diverse workforce by D. R. Anderson, F. Crous, J. M. Schepers

“…The sample comprised 307 managers, middle-managers and junior officials from a private company. …”
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ORCHESTRATING FRIENDSHIP WITHIN A FIRM: SOFTENING THE EDGES OF ALGORITHMIC EVALUATION by Kessinger, Raquel

“…Yet, these managerial practices carried a set of unintended negative consequences for the middle managers themselves and, in turn, for the senior managers who employed them.…”
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The Impact of Artificial Intelligence on Future Aviation Safety Culture by Barry Kirwan

“…Safeguards and mitigations are suggested for the key risk owners in aviation organizations, from CEOs to middle managers, to safety departments and frontline staff. …”
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