Middle management involvement in strategy and its association with strategic type: a research note
Article Abstract:
A theoretically grounded typology of the strategic roles of middle management in relation to organizational strategy is introduced. Based on previous research, four such roles were identified: championing alternatives, synthesizing information, facilitating adaptability and implementing deliberate strategy. The first two middle management roles have been found to have an upward influence, that is, they impact the perception of top management of organizational conditions and alternative strategies being examined. The last two roles, on the other hand, have a downward effect, meaning that they influence how organizational arrangements are aligned with the strategic context. Computations were made to arrive at measures for each of the four strategic roles. How middle management stategic involvement might be related to the strategic type proposed by Miles and Snow in 1978 was also studied.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1992
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The strategy process, middle management involvement, and organizational performance
Article Abstract:
The strategic involvement of middle-level executives was examined by studying 157 managers in 20 firms, and testing the validity of three hypotheses. Research results indicate that managers' involvement in the development of strategy is connected with enhanced firm performance. Research results also suggest that agreement among middle-level executives, in terms of strategic commitment and comprehension, is connected to involvement in the strategic procedure but is not connected to firm performance.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1990
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Strategic process effects on consensus
Article Abstract:
The interaction between the strategic process and consensus in top management is examined. The effects of synoptic and incremental processes on different aspects of consensus are explored. The results indicate that: strategic processes often have a strong incremental component; consensus is not always desirable; and researchers should control for the effects of structure on census-performance studies.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1989
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