Bringing managers and management back into strategy: Interfaces and dynamic managerial capabilities
呼吁超越将管理者等同于企业或视为孤立个体的观点，基于界面概念和动态管理能力，分析管理者在不同层级与其他关键行动者的动态社会互动如何影响组织结果和竞争优势。
While managers were central to the founding contributions to strategic management, much later strategy thinking minimized the role of managers. We call for moving beyond perspectives that either conflate managers with the firm itself or treat managers as isolated entities. Recent developments such as microfoundations, strategic human capital, and behavioral strategy have gone some way toward making room for managers. However, we argue that more needs to be done, and drawing on recent research sketch a nuanced approach that centers on the dynamic social interactions between managers, at different levels, and other key actors within the organization. We build on the concept of interfaces to elucidate and introduce mechanisms that capture social influence at the interface and implications for proximate and distal organization-level outcomes and link this concept to the notion of dynamic managerial capabilities to add microfoundational insight to the explanation of competitive advantage.