Although previous studies have highlighted institutional complexity arising from compatible or incompatible logics, limited research has explored the complexity caused by multiple structural logics, particularly in the higher education. This study delves into the institutional complexity stemming from the interplay between hierarchy and network logics within the university. Additionally, it investigates the response strategy employed by middle managers to address these complexities.
In this empirical study, 32 semi-structured interviews were conducted with academic staff at a Sino-Foreign Cooperative University. Data collection and analysis were guided by the constructivist grounded theory approach.
Through the lens of middle managers, the findings expand the conceptualisation of institutional complexity by introducing a tripartite framework of request complexity, procedure complexity and governance complexity. Furthermore, self-efficacy stimulating is proposed as a key response strategy to address these complexities.
Middle managers are suggested to put a premium on the importance of employee agency. By adopting the strategy of self-efficacy stimulating, middle managers can enhance employees' confidence and capacity to exercise agency, which gives more flexibility in the embedded context. Individuals can be enabled to effectively navigate the tension between hierarchy and network.
This study contributes to the theoretical understanding of how middle managers perceive and respond to institutional complexity in universities, particularly in relation to hierarchy and network logics. It offers a novel perspective on psychological cognition by linking self-efficacy to embedded agency. This connection provides deeper insights into the behaviours and decision-making processes of middle managers in complex organisational environments.
