The strategy process, middle management involvement, and organizational performance
Article first published online: 8 NOV 2006
Copyright © 1990 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 11, Issue 3, pages 231–241, March/April 1990
How to Cite
Wooldridge, B. and Floyd, S. W. (1990), The strategy process, middle management involvement, and organizational performance. Strat. Mgmt. J., 11: 231–241. doi: 10.1002/smj.4250110305
- Issue published online: 8 NOV 2006
- Article first published online: 8 NOV 2006
- Manuscript Revised: 20 JUN 1989
- Manuscript Received: 15 FEB 1989
This paper reports the results of a study investigating the strategic involvement of middlelevel managers in 20 organizations. The results suggest that involvement in the formation of strategy is associated with improved organizational performance. Consensus among middle-level managers, defined as strategic understanding and commitment, is related to involvement in the strategic process but not to organizational performance. Implications for research and the management of the strategic process are discussed.