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Building Strategy from the Middle
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Building Strategy from the Middle
Reconceptualizing Strategy Process



March 2000 | 216 pages | SAGE Publications, Inc

For much of its history, the academic literature in strategy has focused on the actions and decisions of top managers. The argument of Building Strategy From the Middle is that rapidly developing technologies and competitive dynamics heighten needs for enhanced organizational competencies, which puts a premium on new ideas generated at the operating level and creates a shift in the strategic responsibilities within organizations. Strategic leadership now occurs not only at the top, but at all levels of the organization. This ground-breaking new book reframes the perspective taken in most strategy research in two key ways: by describing organizational renewal from a middle-level perspective and by reconceptualizing the theoretical basis for strategy process research. Part I of the book (Foundations) reviews the existing literature on the strategy process, including recent literature on strategic change renewal. Part II (New Theoretical Horizons) builds the theoretical basis for a middle level perspective, focusing on knowledge development, social network analysis, and organizational trust. Part III (Middle Level Perspective) moves from synthesizing existing research toward the development of a model for conducting research from a middle-level perspective.


 
Introduction
Rationale and Timing of the Book

 
 
PART ONE: FOUNDATIONS
 
Foundations of the Strategic Management Field
 
The Top Management Perspective in Strategic Processes Research
 
Toward a Middle-Level View
Developing New Assumptions

 
 
PART TWO: NEW THEORETICAL HORIZONS: ORGANIZATIONAL KNOWLEDGE, SOCIAL NETWORKS AND TRUST
 
Organizational Knowledge in Strategic Renewal
 
The Social Context of Strategic Renewal
 
PART THREE: A MIDDLE-LEVEL PERSPECTIVE
 
A Middle-Level Model of Strategic Renewal
 
Research Approaches and Future Directions

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