Understanding the Strategy Work of Middle Managers in Pluralist Healthcare Organizations
This article explores the strategic role played by middle managers in pluralist health sector organizations. It aims to capture the complexity of their strategy work during periods of change. The analysis identifies three attributes of strategizing, seen as activities influenced by the imposed or participative nature of change: 1) the creation of a network of alliances; 2) the negotiation of values; and 3) daily micro-practices.