Middle Managers' Involvement in Strategic Planning: An Examination of Roles and Influencing Factors

Abstract

There are references in the literature on the benefits of involving middle managers in the strategic planning process. It has been suggested by scholars that involvement by middle managers not only adds value to the process of planning but also strengthens the commitment to the chosen course of action. In exploring such involvement, the literature has offered a typology of strategic middle managerial roles and has also suggested possible factors that may influence these roles in organisations. However, not many studies have offered empirical support on how such roles are enacted by middle managers and the challenges they face in the context of strategic planning in organisations. This paper draws from the findings of an in-depth case study of an auto components manufacturer based in India to argue that middle managers add value to the process of strategic planning by leveraging their substantial knowledge of employee mind-sets and understanding of the existing reporting relationships. The case also argues that in playing strategic roles, middle managers face political tensions and are often forced to balance conflicting interests.