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 Social Context of Strategic Renewal
The social context of strategic renewal

By virtue of the increased access to information provided in their linking roles, more central midlevel professionals have greater potential to develop a deep sense of the organization's strategic context.

Chapter 3 developed an alternative set of assumptions about the strategy process that redirects researchers attention from a focus on TMT decision making to a focus on the social context within which strategies occur. Rather than being seen as an analytically objective decision process, strategizing is seen as an organizational learning process. From this perspective, new strategies evolve over time, not from discrete decisions but from indeterminate managerial behaviors embedded in a complex social setting. The evolution of future strategy is grounded in existing strategies ...

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