Edited by Steven W. Floyd and Bill Wooldridge
Chapter 12: Middle management engagement in strategic planning routines: a mindfulness perspective
This chapter focuses on middle managers’ engagement with the strategic planning process. It begins with a review of the extant literature, and proceeds to identify three ways that middle managers may engage with strategic planning: conforming, decoupling, and shaping. The theoretical principle animating relationships between middle managers and strategic planning is mindfulness, and the extent to which it is a feature of management behavior. The chapter sets up a tension between managerial mindfulness and the routine of strategic planning, and draws on institutional theory to show why and how institutionalization may defeat the flexibility and adaptation that constitutes the very purpose of strategic planning.
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