Middle managers’ roles and activities in international partnerships: examining the FinTech industry in Africa

This study explores the significant role of international partnerships (IPs) in the internationalization process, despite their high failure rates. Integrating insights from partnership formation and strategy process research, it examines the roles and activities of various managers in different phases of IPs—pre-formation, formation, implementation, and evaluation. Focusing on the formal and informal activities of middle managers, the qualitative study investigates four high-tech (FinTech) international partnerships between mid-sized African firms. It finds that middle managers initiate, develop, and influence their firms’ strategies toward these partnerships. Their informal activities facilitate knowledge exchange and commitment but can also undermine trust and disadvantage the partnerships if self-interest prevails.

This chapter effectively captures the essence of the study, highlighting the critical role of international partnerships in the internationalization process and the challenges they face. You clearly explain the integration of partnership formation and strategy process research into the framework and succinctly outline the focus on middle managers' formal and informal activities. Additionally, you successfully convey the dual nature of middle managers' influence—both beneficial and potentially detrimental. Overall, your summary is concise, informative, and provides a comprehensive understanding of the study's key findings.