[ix]		In the study cited under endnote number 5, we found that middle managers who were more involved in formulating as well as implementing strategy tended to understand the strategy better.
[x]		Floyd, Steven W. & Bill Wooldridge (1992) “Managing strategic consensus: The key to effective implementation,” Academy of Management Executive, 6, pp. 27-39.
[xi]		These results were first described in the study cited under endnote number 9.
[xii]		Hart, S. & C. Banbury (1994) “How strategy-making processes can make a difference,” Strategic Management Journal, 15, pp. 251-269.
[xiii]		The results on boundary-spanning middle managers and organizational performance are reported in a working paper: Floyd, S. W. & Bill Wooldrdige (1994) “Middle management behavior, dynamic capability, and organizational performance.”
[xiv]		The reader interested in pursuing this idea could begin by reading Richard Daft and Karl Weick’s article, “Toward a model of organizations as interpretation systems,” Academy of Management Review, 9, pp. 284-296.
[xv]		The fading expectations of middle managers were expressed eloquently in an article titled “The Death of Corporate Loyalty,” in The Economist, April 3, 1993, p. 63, which quoted David A. Nadler on this particular point.
[xvi]		See Tom Peters’ (1987) book, Thriving on Chaos (The Free Press).