Embedding change through the entrepreneurial role of middle managers in the UK further education sector

This article assesses the role that middle managers play in creating and sustaining entrepreneurial institutions. To date little is known about this role, with attention favouring a more macro-level, top-down focus on institutional leaders, and/or a micro-level, bottom-up focus on individual enterprise champions. This focus on unidirectional strategies, we argue, provides a partial understanding of the drivers of sustainable change. In its assessment, the article draws on and tests Trowler’s social practice theory which argues for meso-level task-group focus in education sector change. Drawing on empirical evidence from one enterprise-led change programme – the Enterprising Colleges Project, Trowler’s conceptual approach is assessed and extended. The paper argues in favour of a cross-level perspective which recognises that it is the interaction between levels that is the critical factor in ensuring engagement is embedded. Further, that in this regard the meso-level middle managers act as key enablers in the entrepreneurial process.