Middle Managers' Divergent Strategic Activity: An Investigation of Multiple Measures of Network Centrality
基于美国一家城市医院89名中层管理者的样本，研究了三种网络中心性度量与管理者分歧性战略活动之间的关系，发现不同网络中心性形式与战略更新过程的不同要素有特定关联。
abstract Using a sample of 89 mid‐level managers in a US based urban hospital, this study investigates relationships among three measures of network centrality and managers' divergent strategic activity. While prior work has demonstrated a relationship between managers' boundary‐spanning responsibilities and strategic activity, inadequate attention has been paid to managers' internal network position. Drawing from established theory, we consider expected network flows associated with three elements of the strategic renewal process. From this, we hypothesize and test relationships among managers' divergent activity and three measures of network centrality. Our findings suggest specific relationships between alternative forms of network centrality and particular elements of the strategic renewal process. Consistent with existing research, the findings also show boundary‐spanning managers to be more strategically active than their non‐boundary‐spanning counterparts.