The Role of Middle Management in Influencing Corporate Culture Change Success

Failure of organizations’ strategic change initiatives typically leads to continued mitigated financial performance. Grounded in transformational leadership theory, the purpose of this qualitative multiple case study was to identify and explore strategies and processes middle managers use to support and implement organizational culture change initiatives to increase organizational financial performance. The participants were four middle managers from two transportation companies in Ohio that experienced thriving organizational culture changes to increase organizational financial performance. Data were collected using semistructured interviews and reviewing public financial statements. Data were analyzed using thematic analysis, and three principal themes emerged: participating in organizational culture change strategies and plans, creating clear communication channels, and identifying and addressing key risks and barriers to culture change. A key recommendation is for middle managers to develop risk mitigation plans before rollout to employees. The implications for positive social change include the potential to improve employee job satisfaction, morale, and health by reducing their stress and anxiety when experiencing organizational culture change with concomitant benefits to employees’ families and communities.