Handbook of Middle Management Strategy Process Research
Published on 29. December 2017
Book
Hardback
520 pages
978-1-78347-324-3 (ISBN)
Description
With contributions from some of the field's most influential scholars, this Handbook provides a path forward for students and researchers interested in strategy process research from a middle management perspective. This groundbreaking Handbook both reviews existing theory and explores new ground concerning key issues surrounding middle management's influence on strategy making.Split into five distinct sections, the book explicates the unit of analysis and presents foundational theories, emerging models, cutting-edge methods, and original empirical research in strategy process research. Contributors with diverse theoretical and methodological perspectives identify and address a wide range of research issues relevant to middle managers' participation in strategy making, such as social network analysis and video methodology. Standout chapters include one on complex strategic integration by Robert A. Burgelman and one on development of theory by Henry Mintzberg.
This Handbook is a must-read for academics interested in strategy process research as it suggests novel research approaches for addressing relevant phenomena and provides an up-to-date review of the extant literature in the area.
This Handbook is a must-read for academics interested in strategy process research as it suggests novel research approaches for addressing relevant phenomena and provides an up-to-date review of the extant literature in the area.
Reviews / Votes
'Floyd and Wooldridge's edited volume is a literal tour de force that guides the reader through the "wilds" of middle manager strategy process research. Chapters from top scholars examine all aspects of this complex field: from reviewing and updating its foundations; to evaluating current conflicts, gaps and methods; to identifying new, insightful theoretical and empirical directions that illuminate exciting paths forward. The Handbook of Middle Management Strategy Process Research is an essential source for newly minted scholars, who should read it straight through, and for "old hands" at strategy process who want the very latest thinking.' -- Richard L. Priem, Texas Christian University, US 'It was Steve Floyd and Bill Wooldridge who first established the role of middle managers in strategy as a research field. Now they bring together the field's leading authorities to challenge orthodoxies and propose radically new perspectives and methodologies for research. This collection sets a vigorous and innovative agenda for future research in the field.' -- Richard Whittington, University of Oxford, UKMore details
Series
Language
English
Place of publication
Cheltenham
United Kingdom
Target group
Professional and scholarly
Dimensions
Height: 234 mm
Width: 156 mm
ISBN-13
978-1-78347-324-3 (9781783473243)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Edited by Steven W. Floyd, Isenberg Professor of Innovation and Entrepreneurship and Bill Wooldridge, Professor, Isenberg School of Management, University of Massachusetts, Amherst, US
Content
Contents:
Introduction
Steven W. Floyd and Bill Wooldridge
Part I: The Unit of Analysis
1. The Role of Middle and Top Managers in the Strategy Process
Xavier Castaner and Howard Yu
2. Functions of the Mezzanine
Anurag Sharma
3. Some Middle Managers are More Influential Than Others: An Approach for Identifying Strategic Influence
Bill Wooldridge and Steven W. Floyd
Part II: Explorations of Existing Theory
4. The Role of Issue Selling in Effective Strategy Making
Susan J. Ashford, Madeline Ong, Gareth D. Keeves
5. Strategy-as-Practice Research on Middle Managers and Sensemaking
Juila Balogun and Linda Rouleau
6. Middle Managers' Emotion Management in the Strategy Process
Quy Nguyen Huy and Yidi Guo
7. Middle Managers: The Lynchpins in the Corporate Entrepreneurship Process
Donald F. Kuratko
Part III: Theoretical Developments
8. Developing Theory about the Development of Theory
Henry Mintzberg
9. Complex Strategic Integration at Nike: Strategy Process and Strategy-as-Practice Combined
Robert A. Burgelman
10. A Conceptual Framework of Middle Managers' Strategic Role Flexibility
Ruifang Wang, Patrick T. Gibbons, Ciaran Heavey
11. Mintzberg's Pattern: Middle Managers in Polyphonic Strategy Process
Saku Mantere
12. Middle Management Engagement in Strategic Planning Routines: A Mindfulness Perspective
Carola Wolf
Part IV: Methodological Alternatives
13. Middle Management and Strategy Process: Toward a Pluralistic Theory of Power
Torsten Schmid
14. Measuring the Middle: The Use of Social Network Analysis in Middle Management Research
David G. Cohen and Sudhir Nair
15. Choreographies We Strategize By: Using Video Methodology in the Study of Embodiment
Philip Gylfe
Part V: Empirical Explorations
16. A Psychological Perspective on Middle Managers' Strategic Championing Behavior
Nuefer Yasin Ates, Murat Tarakci, Yoojung Ahn, Steven W. Floyd and Bill Wooldridge
17. The Knowledge Brokering Role of Middle Managers: The Case of Hybrid Middle Managers in a Professionalalized Organization
Graeme Currie and Nicola Burgess
18. Middle Managers and Corporate Entrepreneurship: Unpacking Strategic Roles and Assessing Performance Implications
Johanna Mair
19. The Interface of Top and Middle Managers: Taking Stock and Moving Forward
Anneloes M. L. Raes and Koen van Vlijmen
Index
Introduction
Steven W. Floyd and Bill Wooldridge
Part I: The Unit of Analysis
1. The Role of Middle and Top Managers in the Strategy Process
Xavier Castaner and Howard Yu
2. Functions of the Mezzanine
Anurag Sharma
3. Some Middle Managers are More Influential Than Others: An Approach for Identifying Strategic Influence
Bill Wooldridge and Steven W. Floyd
Part II: Explorations of Existing Theory
4. The Role of Issue Selling in Effective Strategy Making
Susan J. Ashford, Madeline Ong, Gareth D. Keeves
5. Strategy-as-Practice Research on Middle Managers and Sensemaking
Juila Balogun and Linda Rouleau
6. Middle Managers' Emotion Management in the Strategy Process
Quy Nguyen Huy and Yidi Guo
7. Middle Managers: The Lynchpins in the Corporate Entrepreneurship Process
Donald F. Kuratko
Part III: Theoretical Developments
8. Developing Theory about the Development of Theory
Henry Mintzberg
9. Complex Strategic Integration at Nike: Strategy Process and Strategy-as-Practice Combined
Robert A. Burgelman
10. A Conceptual Framework of Middle Managers' Strategic Role Flexibility
Ruifang Wang, Patrick T. Gibbons, Ciaran Heavey
11. Mintzberg's Pattern: Middle Managers in Polyphonic Strategy Process
Saku Mantere
12. Middle Management Engagement in Strategic Planning Routines: A Mindfulness Perspective
Carola Wolf
Part IV: Methodological Alternatives
13. Middle Management and Strategy Process: Toward a Pluralistic Theory of Power
Torsten Schmid
14. Measuring the Middle: The Use of Social Network Analysis in Middle Management Research
David G. Cohen and Sudhir Nair
15. Choreographies We Strategize By: Using Video Methodology in the Study of Embodiment
Philip Gylfe
Part V: Empirical Explorations
16. A Psychological Perspective on Middle Managers' Strategic Championing Behavior
Nuefer Yasin Ates, Murat Tarakci, Yoojung Ahn, Steven W. Floyd and Bill Wooldridge
17. The Knowledge Brokering Role of Middle Managers: The Case of Hybrid Middle Managers in a Professionalalized Organization
Graeme Currie and Nicola Burgess
18. Middle Managers and Corporate Entrepreneurship: Unpacking Strategic Roles and Assessing Performance Implications
Johanna Mair
19. The Interface of Top and Middle Managers: Taking Stock and Moving Forward
Anneloes M. L. Raes and Koen van Vlijmen
Index