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The strategy process, middle management involvement, and organizational performance

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  • Bill Wooldridge
  • Steven W. Floyd

Abstract

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.

Suggested Citation

  • Bill Wooldridge & Steven W. Floyd, 1990. "The strategy process, middle management involvement, and organizational performance," Strategic Management Journal, Wiley Blackwell, vol. 11(3), pages 231-241, March.
    • Handle: RePEc:bla:stratm:v:11:y:1990:i:3:p:231-241
    DOI: 10.1002/smj.4250110305
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