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 17: The knowledge brokering role of middle managers: the case of hybrid middle managers in a professionalized organization

Graeme Currie and Nicola Burgess


This chapter examines the knowledge-brokering role of “hybrid” middle managers in two hospitals. Drawing from interviews, focus group discussions, and direct observations the authors present findings organized around four themes: downward knowledge brokering, upward knowledge brokering, knowledge brokering across professional boundaries, and knowledge brokering across organizational boundaries. The study is focused on a unique type of middle manager – the hybrid manager, with both clinical and managerial responsibilities – and provides insights into how organizational and institutional context impact managers’ knowledge brokering. The chapter finds significant power differentials among middle managers and, surprisingly, a higher level of brokering activity among lower-status middle managers.

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