Stuck in the middle: a case study investigating the gap between top-down and bottom-up change

Few studies have addressed the differing roles that should be adopted by those at the top and bottom of the organisation when implementing change. This empirical ethnographic study within an engineering company concludes that: a multiplicity of top levels must be defined before any role allocation can occur; the role of the top is most important when boundary shaking activity is required; the role of the change agent must link the top and bottom; and the embodied knowledge at the bottom must be identified and utilised effectively.