Organizational Change by Middle-Up-Down Approach: a Contingency Perspective

implementing the strategic change management is one of the most challenging projects in the organizations as frequent dynamics affect the prosperity of organizational change so that often applying a contingency point of view sounds necessary. The paper shows how a middle manager as change agent, in an Iranian multi-business institution, can cope with organizational barriers and resistances according to a contingency perspective based on middle-up-down approach. To implement the strategy the execution premium process, as a successful organizational change model, has been customized based on four contingencies including strategy, organization size, knowledge sharing and leadership. Executing the project has led to frequent quantitative and qualitative results. Firing few thousands surplus staff, outsourcing of some bothersome activities, redesigning human capital management system, establishing activity based costing system, installing a new performance management system based on balanced scorecard, and re-engineering key business processes are included some of these significant achievements.

Keywords:

Organizational Change , Strategy Management , Middle-Up-Down Management , eXecution Premium Process , Contingency Theory , Strategic Alignment.