Organisational change initiated by middle managers engenders higher employee support than change launched by top management, and particularly when top bosses carry out the change execution, finds a new study co-authored at Cambridge Judge Business School. The study – entitled “Rethinking ‘top-down’ and ‘bottom-up’ roles of top and middle managers in organizational change: implications for employee support” – is co-authored by Bastiaan Koene among others.


  • B.A.S. Koene
    Role: Faculty
    Reference type: Referenced

Media Outlets

  • Cambridge Network (Online)