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.
Chapter 6: A Middle-Level Model of Strategic Renewal
A Middle-Level Model of Strategic Renewal
Managers in the middle are the “clutch” of strategic renewal.
Taken together, what implications do the theories and constructs reviewed in previous chapters hold for a middle-level view of strategic renewal? How does a middle-level perspective fit into the overall domain of strategy research? In this chapter, we use the ideas in the previous two chapters (on organizational knowledge, social networks, and trust) to describe the renewal process from a middle-level perspective. As we begin, however, it is important to recognize explicitly the complex nature of the processes we are attempting to depict.
In Chapter 3, we developed an alternative set of assumptions to guide strategy process research. In particular, we argued that “New capabilities emerge ...