I takt med att organisationer växer ökar behovet av chefer och därmed mellanchefer. Mellanchefsrollen har kommit att bli en viktig roll inom organisationer och innehar en unik position mellan överordnade och underordnade. Samtidigt kan rollen vara problematisk och det är svårt att enas om en förklaring om vad mellanchefen gör. Studien ämnar undersöka hur rollen som mellanchef uppfattas av olika aktörer inom en organisation. Vidare kompletterar studien tidigare forskning och bidrar med ökad förståelse för mellanchefens situation. Syftet med studien är att problematisera mellanchefsrollen och bidra med olika aktörers perspektiv för att belysa detta. Studien fokuserar på privat sektor då mycket av tidigare forskning om mellanchefsrollen främst undersökt offentlig sektor. Materialet analyseras med kvalitativ innehållsanalys och utgår från tio semistrukturerade intervjuer med mellanchefer och deras närmaste överordnade på ett stort svenskt revisions- och rådgivningsföretag. Mellanchefsrollen undersöks med nyinstitutionell teori och ny-normativ styrning för att förklara vad som motiverar mellanchefen och eventuella skillnader i uppfattning av rollen. Studien visar att uppfattningen av mellanchefsrollen skiljer sig åt mellan mellanchef och respektive överordnad, främst kopplat till fördelning av operativt och strategiskt arbete. Det finns samtidigt olika saker som motiverar mellanchefen i rollen: karriärutveckling, trivsel på företaget och en utvecklande ledarroll. Vidare visar studien att organisationens kontroll och styrning kan förklara varför aktörer inom samma organisation har skilda uppfattningar av mellanchefsrollen och varför mellanchefen motiveras i rollen. / Growing organizations require more managers, including middle managers. The middle manager has become an important role in organizations with a unique position between superiors and subordinates. However, the role can be problematic and there is no universal understanding of what the middle manager actually does. The study aims to examine the understanding of middle managers from different perspectives in the organization. Furthermore, the study is a complement to previous research and increases the understanding of the middle manager role. The purpose of the study is to problematize the middle manager role by comparing different perspectives in the organization. The study focuses on the private sector since most of previous research studies the public sector. Five middle managers and five superiors are interviewed and qualitative content analysis is used to analyze the material. The theoretical perspectives used to explain different aspects of motivation and understandings of the role are neo-institutional theory and neo-normative control. The result of the study indicates no universal understanding of the role between middle managers and their superior, primarily concerning the division between operational and strategic work. Also, various factors motivate middle managers in the role. Moreover, the study shows that organizational control can explain why actors in one organization have different understandings of the role, and why middle managers find motivation.

The purpose of the study is to examine the motivating factors of IT middle managers who work on implementing change in their organizations. The study will be based on a framework of knowledge to assess a comparative analysis of motivation. Previous research mostly focuses on motivating employees through a manager’s choice of theories; there is little research done from a middle management focus especially on the motivation within the IT industry, motivation in relation to levels of management, and how countries may compare to each other with motivation. While it may be evident that motivations will differ, it will be difficult to prove that motivators are affected by their institutional frameworks. Conducted interviews will aid in understanding and analysing how these individuals motivate themselves either intrinsically or extrinsically and come to discuss how several factors led to such results. The study gap in this area may help in understanding IT middle managers willingness to continue working on change projects as well as create conclusions that top management may find useful in motivating those left to carry out their goals.

I den här studien undersöks mellanchefsrollen i mitten av organisationen och hur mellanchefer själva upplever chefsrollen. Dessutom studeras mellanchefens relationer till andra chefer inom samma organisation. Syftet med den här studien är att undersöka hur mellanchefens relationer till andra chefer påverkar upplevelsen av mellanchefsrollen i svenska medelstora organisationer. Vidare ska det här bidra med en förståelse för om relationen chef-till-chef är väsentlig för hur problematisk chefsrollen upplevs vara i mitten av organisationen. I inledningen ges en bakgrund för ämnet och vad som tidigare har studerats av andra forskare inom ramarna för mellanchefens roll och relationer inom organisationer. Den teoretiska referensramen är sedan uppbyggd av teori som har ställts i förhållande till det empiriska resultatet. Referensramen består av forskning som behandlar rollteori, mellanchefens roll, relationer inom organisationer och teori om ledares relationer till medarbetare. Utifrån den teoretiska referensramen har ämnen och begrepp identifierats, vilka utgör en central del och en röd tråd genom studien. Det här på grund av att bidra med en empiri som noggrant har granskats, jämförts och analyserats. Studiens metod för att skapa en tydlig och transparent empiri var genom att använda 11 semistrukturerade intervjuer tillsammans med mellanchefer inom olika organisationer och branscher i Sverige. Valet av en kvalitativ studie innebär att det närmare gör det möjligt att studera upplevelser, förståelser och erfarenheter från mellanchefer, vilket kan bidra till att besvara vårt syfte och frågeställning. Dessutom utgår studien från en abduktiv ansats  Utifrån studiens resultat kan vi observera att mellanchefer upplever sin chefsroll som en frihet inom organisationens ramar. Det upplevs inte oförenliga krav på så vis att de påverkar mellanchefen så negativt att de inte förmå arbeta i chefsrollen. Dessutom finner vi i resultatet att det uppstår jobbiga perioder, men inget som mellancheferna inte klarar av. Den klassiska konflikten mellan operativ och strategisk nivå kan ge mellanchefen en känsla av att vara klämd beroende på situation, men inte alltid. Däremot finner vi att goda relationer till andra chefer runt omkring underlättar mellanchefens arbete, enligt dem själva och därmed upplevelsen av rollen i mitten. Dessutom är stöd, kommunikation samt tillit viktigt att främja gentemot andra chefer inom organisationen för att mellanchefen ska trivas i sin chefsroll. Relationerna till andra chefer är för majoriteten av mellancheferna i studien avgörande för att trivas i rollen. Således identifierar vi dessa relationer som väsentliga för mellanchefens upplevelse av chefsrollen. Uppsatsens är skriven på svenska. / This study examines the middle manager role in the middle of the organization and how middle managers themselves experience the manager role. In addition, the middle manager's relationships with other managers within the same organization are studied. The purpose of this study is to investigate how middle managers relationships with other managers can affect how the role is experienced in Swedish medium-sized organizations. Furthermore, this should contribute with an understanding of whether the manager-to-manager relationship is essential for how problematic the managerial role is perceived to be in the middle of the organization.  The introduction provides a background for the subject and what has previously been studied by other researchers within the framework of the middle manager's role and relationships within organizations. The theoretical frame of reference is then built up by theory that has been set in relation to the empirical result. It consists of research that deals with role theory, the role of the middle manager, relationships within organizations and theory of leaders' relationships with employees. Based on the theory,, topics and concepts have been identified, which form a central part and a common thread throughout the study. This is done to contribute to the empirical report which is carefully reviewed, compared and analyzed. The study's method, which aims to create clear and transparent empirical data, was done by using 11 semi-structured interviews held with middle managers in various organizations and industries in Sweden. The choice of a qualitative study means that it makes it possible to study experiences, understandings and experiences from middle managers in more detail, which can help to answer the study's purpose. In addition, the study is based on an abductive approach.  Based on the results of the study, we can observe that middle managers experience their managerial role as a freedom within the organization's framework. There are no experiences of incompatible requirements that affect the middle manager so negatively that they do not have the strength to work in the managerial role. In addition, we find that there are difficult periods, but nothing that the middle managers can not handle. The classic conflict between operational and strategic level can give the middle manager a sense of being pinched depending on the situation, but not always. On the other hand, we find that good relations with other managers facilitate the middle manager's work according to themselves and thus the experience of the role. In addition, support, communication and trust are important to show towards other managers within the organization for the middle manager to thrive in their managerial role. The relationships with other managers are crucial for the majority of the middle managers in the study in order to thrive in the role of middle manager. Thus, we identify these relationships as essential to the middle manager's experience of the managerial role. The study is written in swedish.

The middle manager as an occupation resides in the center of an organization's hierarchical structure and is therefore, due to the position's organizational circumstances, a representative of the organization in which he or she operates. The last two years have been marked by the ongoing covid-19 pandemic and have affected both individuals and organizations worldwide. The extent to which different organizations have been affected by the pandemic is an area that has not yet been explored to any great extent. This is the main subject of this study, and for this purpose middle managers serve as organizational representatives. The purpose of this study is to further explore how individuals in middle management positions have experienced their organizations regarding covid-19 and how this relates to experiences in other organizations.                      A semi-structured interview study has been conducted with a total of 5 middle managers participating. The theory used to analyze the interviews is organizational theory with focus on formal and informal organizational structure. According to the statements made by the middle managers who participated in the study, one of the main findings has been that there has been a greater need for social support in organizations that primarily work with human interactions, such as education and care, during the pandemic, than organizations that mainly work with production. Several explanations for this are proposed, such as differences in formal structure, funding and leadership. The findings of this study contributes to deepening the understanding of how different organizations have been affected by the pandemic and what motives have guided the middle managers in the light of the changes brought about by the pandemic.

La thèse s’intéresse à la gouvernance des projets innovants dans les grands groupes, notamment à l’action des middle managers intrapreneurs (MMI) auprès des dirigeants afin de promouvoir des innovations de rupture et de faire évoluer leur position au sein du groupe. La littérature met en évidence les limites de la gouvernance classique et l’intérêt d’une approche cognitive. La thèse propose ainsi un cadre dynamique, identifiant le poids respectif des aspects cognitifs et disciplinaires au cours de l’évolution du projet. Elle se focalise sur la dynamique centre/périphérie du pouvoir et la stratégie du MMI. Trois phases de développement (émergence, transformation et diffusion) sont identifiées, permettant de caractériser à chaque étape les logiques des acteurs, compte tenu de l’importance relative des attributs de pouvoir, d’urgence et de légitimité. Quatre ensembles de propositions, s’appuyant sur la théorie des parties prenantes, sont avancées : sur l’évolution des connaissances, du mode de contrôle, du mode d’échanges et des attributs possédés par le MMI au cours du projet. Elles sont confrontées à l’étude d'un cas d'innovation de rupture au sein d’un grand groupe français. Celui-ci est un succès de marché mais le groupe n'en retire qu'un bénéfice limité en raison de choix stratégiques divergents par rapport aux recommandations des porteurs du projet, exprimant la persistance d’une dissonance cognitive entre les dirigeants et les MMI. Le cas illustre ainsi le poids dominant de l’attribut pouvoir-hiérarchie au détriment de la connaissance, de même que la limite de certaines pratiques managériales (stratégies d’alliances…). En conclusion, la thèse avance qu’il s’agit de causes possibles de la difficulté des grands groupes à créer les ruptures. / The thesis deals with the governance of innovative projects inside large organizations, in particular with the action of Intrapreneur Middle Managers (IMM) with the top executives in order to promote a disruptive innovation and make evolve their own status within the Group. The literature analysis highlights the limits of the standard governance approach and the benefit from a cognitive approach. With this logical, the thesis proposes a dynamic framework, identifying the respective weights of cognitive and disciplinary sides during the project development. It focuses on the centre/periphery of power and the IMM strategy. Three phases of development are identified (emergence, transformation, spreading), allowing specifying at each step the players intents, considering the relative influence of power, emergency and legitimacy attributes. Four sets of proposals, leaning on the stakeholders’ theory, are proposed: on knowledge development, control mode, exchange mode and attributes owned by the IMM during the project. They are tested though a disruptive innovation case within a large French corporation. This project appears to be a market breakthrough but a limited success for the Group because of strategic decisions different from the project owners recommendations. It expresses the remaining of a cognitive dissonance between the top executives and the IMM. The case illustrates the dominant weight of the power-hierarchy attribute to the detriment of knowledge, as well as the limits of some managerial practices (alliances strategy…). In conclusion, the thesis suggests that they are possible causes of the large group’s difficulties to create disruptions on the market.

<p>Abstract: A public service sector in constant reformation is a common phenomenon in Sweden. This also includes the municipal care organisations. A central role in those reformations has the public middle chief who often is the one to implemented reforms to the organiza-tion's staff.</p><p>This study is examining the role of the public middle manager in care organisations dur-ing the implementation of common ideologies value foundation in a present organisa-tion's reform. The study tries to elucidate in which way the public middle managers in municipal care organisations experience their roles, which expectations the management of the organisation has on their roles and how a present organisation changes inflict on the contents of the role. If the middle manager in a municipal care organisation feels like normative for the personal group is another aspect.</p><p>There are four concepts used as theoretic framework in the study, organization, imple-mentation and public middle managers in a general aspect and the middle manager in a municipal care organisation in a specific aspect. The study is a case study of the munici-pal Y care organisation. It also contains observations on the middle managers and their staff's interaction during implantation of common value foundation. The procedure of this analyse is built on an abductive interpretation of collected data.</p><p>In this study, it emerges that the administration of the organisation thinks a leadership from a competence perspective is important and that the leader should dare to lead. The organization's middle manager strives for a democratic leadership, which is the ground in a communication perspective. It is vague and difficult to define which the experiences of the common value foundation are by members of the organisations. Therefore, many municipal middle managers in the organisation feel that they have to interpret the value foundation on their own. However, they also experience a difference among their staff when they talk about their work during and after the implementation of common value foundation.</p>

<p>The position of the subsidiary CEO is characterized by its complexity in terms of the level of independence and control that s/he possesses. The subsidiary CEO is not only con-trolled by the parent company in certain aspects but in some cases also by the board of directors of the subsidiary. This raises questions about what the subsidiary CEO is left to decide by him/herself and if it is possible to infact categorize him/her as a middle manager? In order to gain more insight into these intriguing questions we formulated our purpose as follows: The purpose of this thesis is to examine how the subsidiary CEO controls the subsidiary consider-ing the dual role perspective. In addition, four research questions were formulated to support us in the search for answers to the amount of control that the subsidiary CEO has. The research questions were intended to the highlight the control aspect from different angles, and to discover what the parent company and board of directors controlled. In addition, we were also curious about whether it was possible for the subsidiary CEO to influence his/her superiors.</p><p>To enlighten us of the situation of the subsidiary CEO we made seven semi-structured interviews, whereof four with subsidiary CEOs. The three additional interviews were made with co-workers to the subsidiary CEOs. This was done to get a different perspective on the role of the subsidiary CEO. With the purpose and research questions as a base we asked questions on these topics and the answers were recorded and transcribed in order to give us a stable foundation to stand on before moving on to the analysis.</p><p>The findings confirmed our view that the CEOs in some cases, especially when it comes to larger financial decisions, are controlled by the parent company. Further, reports are sent regularly and the overall organizational vision has to be adopted by the subsidiary. On the other hand the subsidiary CEOs regards themselves as very independent when it comes to the management of the subsidiary. Indeed, we were able to see some general characteristics of the job of a subsidiary CEO, such as the freedom of formulating and implementing strategies for the subsidiary. In addition, they solely decide how to run the daily operations as well as deciding on questions concerning the personnel. Further, we conclude that the subsidiary CEOs can neither be categorized as merely a CEO or a middle manager, since our study shows that they are a combination of both. It is their level of independence which decides how to perceive their role and this varies from case to case. Finally, the level of control much depends on their relationship with the parent company as well as the sub-sidiary board of directors.</p>

In this essay, we want to highlight the problems that middle managers face in the company. Middle manager is one of the most significant operators in a company, but also one of those most challenged position. Therefore, we want to increase the understanding of the problems through making a qualitative study using semistructured interviews and making use of the understanding the by using hermeneutic as analytical tools. To explain the empirical study we have used two theories - requirement, control and support model and the concept of KASAM. As a result, it emerged that the meaningfulness of work is an important aspect for the middle manager and are reflected in how the middle manager perceives the work load. / I uppsatsen vill vi belysa den problematik som mellanchefer inom privata företag står inför. Mellanchefer är en av de viktigaste aktörerna på företagen men också en av de som är högst belastade på arbetet. Därför vill vi öka förståelsen för den problematiken genom att utföra en kvalitativ studie med semistrukturerade intervjuer och använda oss av förståelsen genom hermeneutiken som analysverktyg. För att förklara det empiriska materialet har vi använt oss av två teorier, krav-, kontroll- och stödmodellen samt begreppet KASAM. I resultatet har det framkommit att meningsfullhet i arbetet är en viktig aspekt för huruvida mellanchefer uppfattar arbetet som alltför påfrestande.

I vår moderna tid med allt starkare krav från omvärlden på att förändra och anpassa sig är förändringar nödvändiga för organisationer för att förbli konkurrenskraftiga. I en organisationsförändring kan det ibland uppstå en utdragen vänteperiod där förändringen står stilla och informationen är abstrakt. Denna vänteperiod analyserar vi med begreppet limbo. Uppsatsens syfte är att få en förståelse för hur fenomenet limbo kan påverka meningsskapandet bland de intervjuade medarbetarna i den pågående organisationsförändringen. Med vår studie hoppas vi kunna bidra till mer kunskap om upplevelsen av limbo i organisationsförändringar och vilken påverkan limbo kan ha. Studiens empiri samlades in genom sju kvalitativa, semistrukturerade intervjuer med medarbetare som vid tidpunkten befann sig i en organisationsförändring. Vi använde tematisk analys för att bearbeta vår insamlade empiri. Slutsatsen i vårt arbete är att det förefaller finnas en negativ koppling mellan upplevelsen av limbo och meningsskapande, där limbo försvårar meningsskapandet hos de intervjuade medarbetarna. / In our modern age with stronger demands from the surrounding world to change and adapt are changes necessary for organisations to remain competitive. In an organisational change one can sometimes be faced with a lengthy waiting period where the change is stationary and the information is abstract. Henceforth we analyse this waiting period with the concept of limbo. The purpose of our study is to develop an understanding of how the phenomenon of limbo can influence sensemaking among employees in an ongoing organisational change. With our study, we hope to contribute to more knowledge about the experience of limbo in an organisational change and the impact limbo can have. We collected the data for the study by conducting seven qualitative, semi-structured interviews with employees who at the time were going through an organisational change. We used a thematic analysis to process our collected data. The conclusion of our work is that it seems to be a negative connection between the experience of limbo and sensemaking, where limbo hampered sensemaking among the employees.

Thesis Purpose: The study aimed to explore how the use of ICT has influenced the leadership role and thus also in what ways this has been helping the practice of the role among middle managers.The study was exploratory as an attempt to understand how the leadership role has been influenced in the new digital era. Theoretical Perspective: Previous literature has been examined where different concepts have been chosen in reference to the study. ICT, its connection to leadership and the composition of the managerial role has been presented in this thesis. Methodology: A qualitative method has been used for this case study with the aim to gain an understanding of the studied area. Collected data was analyzed using an abductive approach which involved back-and-forth engagement with theory and empirical findings.  Empirical study: For this qualitative study, semi-structured interviews was made with four middle managers, all positioned at the case company.  Conclusion: The leadership role was found to be both facilitated and made more difficult due to the use of ICT. Communication as a part of the informational roles among leaders has been facilitated the most. The facilitation of the roles was also found to depend on the technological skills among middle managers and the organisational structure.