This ground-breaking 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 reviews the existing literature in the strategy process, including recent literature on strategic renewal. Part II builds the theoretical basis for a middle level perspective, focusing on knowledge development, social network analysis and organizational trust. Part III moves from synthesizing existing research toward the development of a model for conducting research from a middle-level perspective.

The Top Management Perspective in Strategic Process Research

The top management perspective in strategic process research

This view contends that performance of an organization is ultimately a reflection of its top managers. (Hambrick, 1987, p. 88)

The last chapter described how the strategic management field evolved to adopt a “top management perspective.” In this chapter, we continue our review of the field, examining strategy process research done since 1980. Our purpose is to demonstrate how the focus on top management has limited researchers' conception of the strategy process. In particular, the review highlights research characterizing strategy making as being predominantly a decision-making process. By drawing attention to this often-implicit assumption, the chapter lays the groundwork for the remainder of the book, which argues that strategy formation is ...

  • Loading...
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles