Handbook of Middle Management Strategy Process Research
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Handbook of Middle Management Strategy Process Research

Edited by Steven W. Floyd and Bill Wooldridge

The premise of this volume is that the complex social processes that animate strategic decisions involve not only top-level executives, but also middle managers distributed throughout the organization. Designed for doctoral students and others interested in middle managers and strategy process, the Handbook integrates the threads of scholarly work in this domain and charts a course for future research. Chapters are written both by scholars who have ‘paved the way’ for the middle management perspective and scholars who have done recent, cutting edge research from this point of view.
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Chapter 9: Complex strategic integration at Nike: strategy process and strategy-as-practice combined

Robert A. Burgelman

Abstract

This chapter describes how large, complex, multi-business organizations achieve complex strategic integration. Drawing on the classic Bower_Burgelman (B-B) model of strategy process and a concrete strategy-as-practice lens, the chapter offers an in-depth process analysis of the “Change the Game” initiative within Nike, an initiative intended to transform a historically marginalized women’s apparel business into a centerpiece of the company’s strategy. The result is a narrative connecting upward, downward, and most importantly, lateral leadership practices to a process described in the B-B process model.

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