Social Practice within Strategy Communication Process: Power Distance Tension among Top and Middle Managers

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dc.cclicenceCC-BY-NCen
dc.contributor.authorAl-Mansour, Jarrah FSA
dc.contributor.authorObembe, Demola
dc.date.acceptance2020-07-20
dc.date.accessioned2020-09-09T08:50:09Z
dc.date.available2020-09-09T08:50:09Z
dc.date.issued2020-08
dc.descriptionThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link. open access journal.en
dc.description.abstractWe examine the role of power distance in regulating strategy communication practice among top and middle managers from a social practice perspective. We argue that power distance cannot be treated as a material factor that can be controlled and easily measured beyond organisation boundaries; rather, it is a cultural accumulation of social interactions between organisational members. Based on a single case study with 27 interviews drawn from a Kuwaiti public sector organisation, we found that strengthening communication practices among organisational members and aligning individual- and group-level cognition, are key drivers for successful communication of strategy in public sector organisations. Furthermore, we found that in a high-power distance culture, more powerful individuals are inclined to make autocratic decisions. Equally, organisations with high power distance cultures are prone to deliberate mismanagement and high cultural tension. Our research contributes to the culture literature by exploring the under-researched subject of power distance and the cognitive understanding of social practice.en
dc.funderNo external funderen
dc.identifier.citationAl-Mansour, J. and Obembe, D. (2020) Social Practice within Strategy Communication Process: Power Distance Tension among Top and Middle Managers. Asian Journal of Business Research, 10(2).en
dc.identifier.doihttps://doi.org/10.14707/ajbr.200081
dc.identifier.issn2463-4522
dc.identifier.urihttps://dora.dmu.ac.uk/handle/2086/20173
dc.language.isoenen
dc.peerreviewedYesen
dc.publisherAsian Journal of Business Researchen
dc.researchinstituteCentre for Enterprise and Innovation (CEI)en
dc.subjectpower distanceen
dc.subjectstrategy processen
dc.subjectsocial practiceen
dc.subjecttop and middle managersen
dc.subjectstrategy communicationen
dc.titleSocial Practice within Strategy Communication Process: Power Distance Tension among Top and Middle Managersen
dc.typeArticleen

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