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.
Organizational Knowledge and Strategic Renewal
It is the middle manager that… combines strategic, macro, universal information and hands-on, micro, specific information. They work as a bridge between the visionary ideals of the top and the often chaotic reality of the frontline of business. (Nonaka, 1994, p. 32)
Recent work on organizational knowledge ranges from descriptions of organizational memory (Walsh & Ungson, 1991), to techniques for mapping managers' mental models (Barr, Stimpert, & Huff, 1992; Calori, Johnson, & Sarnin, 1994), to studies of knowledge transfer within (Szulanski, 1996) and between organizations (Lane & Lubatkin, 1998). The theoretical and methodological traditions of these research streams are often quite separate, and the ideas of one may not inform the other (Huber, 1991). In many cases, ...