In this study, we focus on secrecy within organizations and examine why and how middle managers (MMs) use secrecy to explore and promote strategic initiatives. We conceptualize secrecy as a dynamic social process that unfolds in the political arena and is oriented toward gaining influence and power. It is enacted through a distinct set of practices intentionally designed to conceal and control identities, activities, and information. Drawing on 35 in-depth interviews with executives who recount their experiences as MMs, our findings indicate that MMs tend to use secrecy under unfavorable contextual and personal conditions. Further, we find that MMs use three key practices—selecting for enrollment, sequencing involvement, and controlling information—to explore and promote strategic initiatives in secrecy. These secrecy practices enable them to influence cognition, emotions, and exchange relations as they compete for attention and support. Finally, our findings suggest that secrecy can lead to two opposite outcomes. Managed carefully, secrecy enhances receptivity to strategic initiatives, but if it is mismanaged, secrecy leads to resistance and distrust.

在本研究中，我们将重点放在组织内部的保密性上，并研究中级管理人员（MM）为什么以及如何使用保密性来探索和促进战略计划。我们将保密概念化为一个动态的社会过程，它在政治舞台上不断发展，并旨在获得影响力和权力。它是通过一系列旨在隐藏和控制身份，活动和信息的独特实践来制定的。我们通过对35位进行过深度采访的高管进行访谈，这些高管讲述了他们作为MM的经历，我们的发现表明，MM在不利的背景和个人条件下倾向于使用保密性。此外，我们发现，MM使用三个关键实践（选择注册，排序参与和控制信息）来探索和促进秘密战略计划。这些保密的做法使他们在争夺注意力和支持时影响认知，情感和交换关系。最后，我们的发现表明，保密可能导致两个相反的结果。谨慎管理，保密可以增强对战略计划的接受度，但是如果管理不当，保密会导致抵制和不信任。