Strategic change is successfully supported by middle managers when a bottom-up change approach is adopted by an organization (Kan and Parry, 2014). A bottom-up approach to change usually involves middle managers in every aspect of strategic decision making and change and they act as motivators regarding the change process. According to Lorenzi and Riley (2012), “middle managers who had strategic involvement as Creators and Designers were more confident in their role within the change process and therefore more likely to support strategic change within the organization.” This shows that when a bottom-up change approach is implemented, middle managers support the strategic change as they feel like creators, designers and also