[i]		Wooldridge, Bill & Steven W. Floyd (1990) “The strategy process, middle management involvement, and organizational performance,” Strategic Management Journal, 11, 231-241.
[ii]		Guth, W. D. & Ian C. MacMillan (1986) “Strategy implementation versus middle management self-interest,” Strategic Management Journal, 7, 313-327.
[iii]		Few managers would dispute the importance of core capabilities in competitive strategy, and numerous examples suggest a strong relationship to organizational performance. A widely circulated working paper by David Teece, Gary Pisano, and Amy Shuen summarizes the scholarly literature on the resource-based view of strategy and core capabilities: “Dynamic capabilities and strategic management,” (1992) University of California at Berkeley working paper.
[iv]		The principal studies we relied on for an initial definition of middle managers’ roles in strategy included: Bower, J. L. (1970) Managing the Resource Allocation Process, Harvard Business School, Boston, MA; Burgelman, R. A. (1983) “A process model of internal corporate venturing in the diversified major firm,” Administrative Science Quarterly, 28, pp. 223-244; Kanter, R. M. (1983) The Change Masters, Basic Books, New York; Kidder, T. (1981) The Soul of a New Machine, Little, Brown, Boston, MA; Nonaka, I. (1988) “Toward middle-up-down management: Accelerating information creation,” Sloan Management Review, Spring, pp. 9-18; and Nutt, P.C. (1987) “Identifying and appraising how managers install strategy,” Strategic Management Journal, 8, pp. 1-14.
[v]		This model was first described in our paper: Floyd, S. W. & Bill Wooldrdige (1992) “Middle management involvement in strategy and its association with strategic type,” Strategic Management Journal, 13 (special issue), pp. 153-167.
[vi]		See Dutton, Jane. E. & Susan E. Jackson (1987) “Categorizing strategic issues: Links to organization action,” Academy of Management Review, 12, pp. 76-90, for a more elaborate discussion. More recently, Jane E. Dutton and Susan J. Ashford published an article related directly to middle managers: “Selling issues to top management,” (1993) Academy of Management Review, 18, pp. 397-428.
[vii]		See the reference to Kanter’s book under endnote number 8.
[viii]		A study by Booz-Allen and Hamilton, Inc., “Making strategy work: The challenge of the 1990s,” was published in 1990. It is particularly articulate on this point and is available from their New York office.