unfreezeGabriel Lopez

Randhawa et al. (2026), Journal of Management Studies

Middle Managers' Interface Work: Exploring Micro‐Practices for Co‐Adoption of Emerging Ecosystem Value Propositions

Middle managers helped stakeholders co-adopt a new ecosystem value proposition through discursive, relational and material practices, integrated within each interface and aligned across interfaces.

Parts of the Loop it informs

Not tied to one part of the Loop. It describes the middle more broadly.
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Summary written by Unfrozen from the published abstract, then checked twice against the source. Loop coding is exploratory and provisional until an independent human coder checks it. Spot an error? Email [email protected] and it gets fixed.

Related studies

Alao et al. (2026)Middle managers resolved commensalistic resource tensions through peer-level deals that let several initiatives share ecosystem resources, while rivalrous tensions drew in senior managers, who either restricted an initiative's access or, working with middle managers, kept resources shared across initiatives.Reeves & Rigg (2026)Middle managers judged their own belonging partly through whether the people they manage seemed to belong.Franck et al. (2025)Middle managers handled their teams' negative emotions about top-down strategy in meetings through a sequence: understanding emotions, tuning in, then encouraging reappraisal.Li & Makino (2025)Fear pushed middle managers both toward inertia and toward change; treating them as partners, with independence from assessment, in decision making and from structural constraints, reduced rigidity by reshaping those fears.