The strategy process, middle management involvement, and organizational performance

Abstract

Abstract This paper reports the results of a study investigating the strategic involvement of middlelevel managers in 20 organizations. The results suggest that involvement in the formation of strategy is associated with improved organizational performance. Consensus among middle‐level managers, defined as strategic understanding and commitment, is related to involvement in the strategic process but not to organizational performance. Implications for research and the management of the strategic process are discussed.