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BIBLIOMETRIC ANALYSIS ABOUT STRATEGY AS

PRACTICE AND THE ROLE OF MIDDLE MANAGER
INSIDE ORGANIZATIONS
Conference Paper December 2015

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BIBLIOMETRIC ANALYSIS ABOUT STRATEGY AS PRACTICE AND THE ROLE OF

MIDDLE MANAGER INSIDE ORGANIZATIONS

ABSTRACT
Research on strategy as practice (SAP) or simply strategizing focuses on understanding the
development of strategy as a situated and socially acquired activity, based on the interaction
between various actors and micro activities carried out by people within the organization
(Jarzabkowski, 2005 e 2010; Whittington, 2006; Johnson, Langley, Melin & Whittington, 2007).
In this scenario, middle manager (MM) plays the important role of an articulator in the process of
strategy formation and sensemaking (Johnson, Langley, Melin & Whittington, 2007; Balogun &
Johnson, 2004; Rouleau, 2005; Lavarda, Canet-Giner & Peris-Bonet, 2010; Andersen, 2013).
Since both research topics are gaining notoriety in the scientific community, we decided to
conduct a bibliometric analysis on SAP and the role of the MM inside organizations, covering the
scientific production related to the subject between 2005 and 2015 (in progress). This resulted in
the selection of 78 relevant articles from the Web of ScienceTM Core Collection database. This set
of articles may serve as a milestone to future theoretical background studies and to assist scholars
conducting new researches related to SAP and the role of MM inside organizations.
Keywords: Strategy as practice, middle manager, bibliometry, ProKnow-C

1 INTRODUCTION
Since the seminal article Strategy as Practice written by Whittington (1996) the studies
of strategy began to focus on a more sociological and process-based view of activities within
organization. Studies such as Johnson, Melin and Whittington (2003); Jarzabkowski (2005, 2008,
2010); Maitlis (2005); Whittington (2006); Johnson (2007); Maitlis and Lawrence (2007);
Mantere (2008); Golsorskhi, Rouleau, Seidl and Vaara (2010); Jarzabkowski and Kaplan (2014)
represent this advanced in the field.
Studies on SAP gained importance in the scientific community by shedding light into the
interaction between actors and micro activities carried out within organizations. It focuses on the
analysis of three main elements: practice, praxis and practitioners. It is on the intersection of
these elements that the strategy formation process occurs (Jarzabkowski, Balogun & Seidl, 2007),
Figure 1.
-----------------------------------Insert Figure 1 about here
-----------------------------------Inside organizations, it is possible to identify the MM in the role of practitioner
especially when related to strategic changes (Floyd & Wooldridge, 1992; Balogun & Johnson,
2004; Rouleau, 2005; Pappas & Wooldridge, 2007). Likert (1962) first identified the role of MM,
however, it was only after advances proposed by Floyd and Wooldridge (1992), Nonaka (1994),
Regnr (2003), Balogun and Johnson (2004, 2005), Rouleau (2005), Balogun (2006) and Mantere
(2008) that its social, interpretative, linguistic and cognitive aspects were used to better
understand how their actions interfere in the strategy formation process. Furthermore, Vaara,
Kleymann and Serist (2004); Pappas et al (2004); Mantere (2005); Rouleau (2005); Ambrosini,

Bowman and Burton-Taylor (2007); Laine and Vaara (2007 ) define MM as one of the dominant
practitioners inside an organization, and thus the key to the success of the strategy formation
process.
More recently, Andersen (2013) introduces a model of integrative strategy formation
process considering MM as an essential actor that articulates the negotiation process between the
organizational hierarchical levels. Setting a practical framework that exemplify the roles played
by the MM.
A bibliometric analysis consists on the use of quantitative methods to define the relevance
of any scientific production based on its scientific impact (Arajo, 2006). It helps to identify the
most relevant publications, authors and journals about a specific subject of study. Based on the
results of a bibliometric analysis becomes clear to a researcher to identify which articles, authors
and journals are more or less relevant to his subject of study, and so obtain a solid theoretical
background to his work.
Therefore, we believe that a bibliometric analysis covering the scientific production
related to SAP and the role of MM between 2005 and 2015 (in progress) may serve as a
milestone to further studies on the subject.
Based on these concepts, we defined the research question of this study as What are the
most relevant articles, according to the citations, in research on SAP and the role of the MM
inside organizations?
In this paper, we processed 3,688 references into a selection of 78 articles aligned with the
research subject. These selected articles represent the most relevant scientific production about
SAP and the role of MM, during the defined period, ranking the articles, authors and journals
according to their volume of citations.

We organize this paper as follows. In the next section we present the methodology (2)
applied, followed by the preliminary definitions, collection and selection process for the set of
articles (3) and the bibliometric analysis (4) made. Finally we give our final considerations (5)
based on the results we obtained.

2 METHODOLOGY
The definition of the methodology to be used on a scientific research must be directly
related to the research problem (Morgan & Smircich, 1980). Therefore, the use of a misaligned
methodology with its object of study could be characterized as a lack of discipline of the
researcher (Demo, 1985); and could result on the incoherent use of conflicting authors, quotes
and methodologies.
This study is characterized as a quantitative study with a descriptive approach (Hair,
Black, Babin, Anderson & Tatham, 2009), due to its description of a process and defined
characteristics of a set of articles, through a bibliometric analysis (Arajo, 2006).
Regarding the article nature, this research is defined as theoretical applied, due to the
practical application of a structured process of bibliographic review, in which secondary data
were used (Saunders, Lewis & Thornhill, 2009).
To elaborate this research, we used the constructivist instrument of knowledge creation
called ProKnow-C (Knowledge Development Process Constructivist) (Ensslin, Ensslin &
Lacerda, 2010; Lacerda, Ensslin & Ensslin, 2012). Figure 2 shows an overview of the
methodological framework of this study.
------------------------------------

Insert Figure 2 about here

-----------------------------------3 PRELIMINARY DEFINITIONS, COLLECTION AND SELECTION PROCESS FOR
THE SET OF ARTICLES
Although recent, the scientific production on SAP has obtained a significant amount of
international papers and recurrently being related to the role of MM. The identification of the
current stage of knowledge of these two topics, which are strongly related, is critical for a
researcher to be able to position ones research goal correctly (Tranfield, Denyer & Smart, 2003).
Thereby, we consider important the elaboration of a set of articles about SAP and the role
of MM in the organization. According to Karlsson (2009) the elaboration of a bibliographic and
literature review assists the researcher to obtain a solid scientific background to his work, as it
allows identifying the state of art about a topic and creating solid basis for the advance of the
research. The object and justification of the research, as well as the methodological framework
also benefits from these processes.
Based on the arguments mentioned we show the procedures of this work. We divided this
section into two parts: 3.1 Preliminary Definitions and 3.2 Collection and Selection for the set of
articles.
3.1 Preliminary Definitions
To initiate the process of elaboration of the set of articles it is necessary to define the
database, which will delimitate the amount of articles available to be part of the selection process
of the final set of articles. This amount of articles available on the database is considered the
sample of the research (Tasca, Ensslin, Ensslin & Alves, 2010).

We understand that Web of Science (ISI) is the database that contains the major relevance
about the topics selected because it is the database that generates JCR (Journal Citation Report).
For his reason, we chose to use the Web of Science Core Collection as the database. Then we
defined a chronological timeframe of the articles publication, according to the research goal,
between the years 2005 and 2015 (in progress).
After the definition of the research database and timeframe, we began to organize the set
of keywords that served as a first filter of articles selection. Therefore, we chose the keywords
most used on a selection of 12 articles that have significant impact on the field, regardless of their
publication year. Based on this analysis, we selected the main keywords and its combination, as
presented by Figure 3.
-----------------------------------Insert Figure 3 about here
-----------------------------------With the intention to insure that the keywords were aligned with the research topic, we
tested each of them on the database, checking the results by a nonstructural reading of the titles
and abstracts of the articles on the top of the list, according to the citation volume. As a result of
the process, we obtained the keywords set presented on Table 1.
-----------------------------------Insert Table 1 about here
-----------------------------------Other preliminary definitions were necessary, besides timeframe, database and keywords
set, to enable the research. Thus, we decided to use the software Endnote (The Thomsom

Corporation, 2008) to insure an appropriate management of the references; Google Scholar

application (2011) for the citations and scientific impact inquiry; as well as the postulate of
Pareto (1896) as the criterion to stablish the desired scientific impact of the articles in relation to
the portfolio. The following subsection will detail the application of these preliminary definitions.
On the beginning of the selection process of the articles, there were 3,688 references,
which according to the chosen database keywords were aligned with the research. Using the
reference management software we discarded 710 duplicated references and 253 references
related to books, book chapter or book reviews. After this first filtering, there were still 2,725
references of articles that meet the keywords, but are not necessary aligned to the research topic,
as presented on Figure 4.
We started the process of reading the title of the 2,725 articles to verify the alignment of
each one with the research topic. As a result, 2,344 articles were discarded for being misaligned
with the research topic. 381 articles remained, that according to its titles, they appeared to be
aligned with the research topic.
-----------------------------------Insert Figure 4 about here
------------------------------------After identifying the 381 articles, which according to its titles appeared to be aligned with
the research topic, we used the web application Google Scholar to analyze the volume of citations
of each article and consequently its relevance and scientific impact. From the 381 articles
checked, Google Scholar did not find nine, remaining 372 with its scientific impact measured.
For those 372 articles, there were 16,757 citations.

Based on the postulate of Pareto (1896), as the criterion to establish the delimitation of
relevance and scientific impact, we verify that the articles with 49 citations or more represented
80 per cent of total of citations. This criterion enabled to create a set of articles with confirmed
recognition (SACR), which had 79 articles that according to its titles were aligned with the
research topic.
We initiated the reading of the abstracts of the 79 articles of the SACR, to verify their
alignment with the research topics. As a result, 28 articles were discarded for being misaligned,
remaining 51 articles aligned with the research topic. These 51 articles constituted what we called
Repository A (Figure 5).
-----------------------------------Insert Figure 5 about here
------------------------------------However, the 293 items that had less than 49 citations were not discarded immediately
after the selection process. On a second moment, these articles were analyzed considering two
different criteria: (i) if they were published within less than two years and (ii) if one of their
author was already on the Repository A, repository of articles with confirmed recognition.
We understand that an article published within less than two years have not had enough
time to acquire the relevant scientific impact criteria established in this research. Further, we also
believe that it is important to consider articles with less scientific impact from authors that are
already in the Repository A.
After the reanalysis of the 293 articles that were under the established scientific impact
criteria (<49 citations), we identify the existence of 114 articles published on the years 2013,

2014 and 2015, besides of 10 articles with authors in the repository A. Among these, 54 articles
had their abstracts aligned with the research topic, as described in Figure 6, were denominated
Repository B.
-----------------------------------Insert Figure 6 about here
------------------------------------As final proceeding, the repositories A and B were merged and denominated Repository C.
We started the full reading of these articles, in order to evaluate their adherence to the research
topic (Figure 7). Of the 105 articles integrating the Repository C, 27 articles were discarded for
not being aligned with the research topic. The result was a final set of 78 articles with the most
relevance, according to the number of citations and criteria described before.
-----------------------------------Insert Figure 7 about here
------------------------------------4 BIBLIOMETRIC ANALYSIS OF THE ARTICLES
In this section we present the blibliometric analysis of the final set of articles described on
the previously sections. We based the analysis on the citations volume, also considered the
scientific impact, registered on Google Scholar. As a result we present the scientific recognition
of each article, author and journal that composes the final set of articles, as well as the total of
articles published per journal and its distribution along the stablished timeframe:
a)

Scientific recognition of each article, according to the total of citations, as

presented on Table 2;

10

-----------------------------------Insert Table 2 about here

------------------------------------b)

Scientific recognition of each journal, according to the total of citations, as

presented on Figure 8 and Table3:

-----------------------------------Insert Figure 8 about here
-------------------------------------

-----------------------------------Insert Table 3 about here

------------------------------------c)

Scientific recognition of each author, on the stablished timeframe and according to

the total of citations, as presented on Table 4;

-----------------------------------Insert Table 4 about here
------------------------------------d)

Total of articles per journal, as presented on Figure 9 and Table 3;

-----------------------------------Insert Figure 9 about here
-------------------------------------

11

e)

Distribution of publications along the established timeframe, as presented on

Figure 10.
-----------------------------------Insert Figure 10 about here
------------------------------------After this bibliometric analysis, we identified the five most relevant articles, authors and
journals about the research topics considering the criteria stablished. The five articles most cited
are: (i) Whittington, R. 2006. Completing the practice turn in strategy research. Organization
studies, 27(5). (1.003 citations); (ii) Maitlis, S. 2005. The social processes of organizational
sensemaking. Academy of Management Journal, 48(1). (667 citations); (iii) Jarzabkowski, P.,
Balogun, J. & Seidl, D. 2007. Strategizing: The challenges of a practice perspective. Human
relations, 60(1). (623 citations); (iv) Rouleau, L. 2005. MicroPractices of Strategic Sensemaking
and Sensegiving: How Middle Managers Interpret and Sell Change Every Day*. Journal of
Management Studies, 42(7). (492 citations); and (v) Balogun, J. & Johnson, G. 2005. From
intended strategies to unintended outcomes: The impact of change recipient sensemaking.
Organization studies, 26(11). (363 citations).
Regarding to the authors, within the timeframe stablished and according to the articles on
the final set of this research, the five most cited are: (i) Paula Jarzabkowski, with 1.704 citations;
(ii) Richard Whittington, with 1.462 citations; (iii) Julia Balogun, with 1.387 citations; (iv) Sally
Maitlis, with 988 citations; and (v) Linda Rouleau, with 955 citations.
Finally, the five journals with the most relevance to the research topics, considering the
volume of citations are: (i) Organization Studies (2.350 citations); (ii) Human Relations (1.637

12

citations); (iii) Academy of Management Journal (1.580 citations); (iv) Journal of Management
Studies (1.252 citations); and (v) International Journal of Management Reviews (349 citations).

5 FINAL CONSIDERATIONS
Our goal on this study was to conduct a bibliometric analysis about SAP and the role of
MM inside organizations, covering the scientific production related to the subject between 2005
and 2015 (in progress) to elaborate a final set of articles about the context, which support future
researches on the field.
Throughout this paper, we presented a methodological process of collection and selection
of this final set of 78 articles, as well as the bibliometric process to identify the articles, authors
and journals of major scientific impact on SAP and the role of MM inside organizations, between
2005 and 2015 (in progress).
We believe this work contributes to the scientific advancement of SAP and the role of
MM inside organizations, not only because of the elaboration of a set of relevant articles about
the subject, but also by analyzing the main articles, authors and journals on the research topics.
As limitations of this study, we highlight the use of only one database, the Web of
Science Core Collection, which limits the sample field. Besides, the analysis of references
during the bibliometric process. At last, our perception about the alignment of those articles
that were discarded or chosen characterizing the biases into the analyses process despite of the
rigor of the methodology.

13

Future researches may be conduct to analyze a wider timeframe or since the publication of
the seminal articles about these subjects, SAP and the role of MM. We also encourage
researchers to go deeper on the analysis of the different approaches and contents used in each one
of those articles identified in this study, from both quantitative and qualitative perspective.
The advance of researches on SAP and the role of MM inside organizations seems to be
important to the scientific community, since both are young research subjects, started in the 90s
with Whittington (1996) and with Floyd and Wooldridge (1992), respectively. We believe that
there are still much to be studied about these topics and we hope that the results founded in this
work may serve as a milestone to support future researches.

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Pareto, V. 1896. Cours deconomie politique: Profess luniversit de lausanne. Vol 1.
Lausanne: F. Rouge.
Paroutis, S., & Pettigrew, A. 2007. Strategizing in the multi-business firm: Strategy teams at
multiple levels and over time. Human relations, 60(1), 99-135.
Paroutis, S., Franco, L. A., & Papadopoulos, T. 2015. Visual interactions with strategy tools:
producing strategic knowledge in workshops. British Journal of Management, 26(S1),
S48-S66.
Peppard, J., Galliers, R. D., & Thorogood, A. 2014. Information systems strategy as practice:
Micro strategy and strategizing for IS. Journal of Strategic Information System., 23(1),
1-10.
Pye, A., & Pettigrew, A. 2006. Strategizing and organizing: change as a political learning
process, enabled by leadership. Long Range Planning, 39(6), 583-590.
Rasche, A., & Chia, R. 2009. Researching strategy practices: a genealogical social theory
perspective. Organization studies, 30(7), 713-734.
Regnr, P. 2008. Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view of
strategy. Human Relations, 61(4), 565-588.
Ren, C. R., & Guo, C. 2011. Middle managers strategic role in the corporate entrepreneurial
process: Attention-based effects. Journal of Management, 37(6), 15861610.
Rouleau, L. 2005. Micro-practices of strategic sensemaking and sensegiving: How middle
managers interpret and sell change every day. Journal of Management Studies, 42(7),
1413-1441.
Rouleau, L., & Balogun, J. 2011. Middle managers, strategic sensemaking, and discursive
competence. Journal of Management Studies, 48(5), 953-983.
Samra-Fredericks, D. 2005. Strategic practice, 'discourse' and the everyday interactional
constitution of 'power effects'. Organization, 12(6), 803-841.
Saunders, M., Lewis, P. & Thornhill, A. 2009. Research methods for business students. Pearson
Education UK.
Seidl, D., & Whittington, R. 2014. Enlarging the strategy-as-practice research agenda: Towards
taller and flatter ontologies. Organization Studies, doi: 10.177/0170840614541886.
Smith, A. D., Plowman, D. A., & Duchon, D. 2010. Everyday sensegiving: A closer look at
successful plant managers. The Journal of Applied Behavioral Science, 46(2), 220-244.
Sharma, G., & Good, D. 2013. The work of middle managers sensemaking and sensegiving for
creating positive social change. The Journal of Applied Behavioral Science, 49(1), 95122.
Snook, J. C., & Whittall, M. 2013. From the best kept company secret to a more proficient
structure of employee representation: The role of EWC delegates with a managerial
background. Economic and Industrial Democracy, 34(2), 355-378.

18

Suddaby, R., Seidl, D., & L, J. K. 2013. Strategy-as-practice meets neo-institutional

theory. Strategic Organization, 11(3), 329-344.
Stensaker, I., & Falkenberg, J. 2007. Making sense of different responses to corporate
change. Human Relations, 60(1), 137-177.
Tasca, J. E, Ensslin, L. Ensslin, S. & Alves, M. B. M. 2010. An approach for selecting a
theoretical framework for the evaluation of training programs. Journal of European
Industrial Training, 34(7), 631-655.
The Thomson Corporation. 2008. EndNote X. 2. ed. The Thomson Corporation.
Thomas, L., & Ambrosini, V. 2015. Materializing strategy: the role of comprehensiveness and
management controls in strategy formation in volatile environments. British Journal of
Management, 26(S1), S105-S124.
Tranfield, D.; Denyer, D. & Smart, P. 2003. Towards a methodology for developing evidenceinformed management knowledge by means of systematic review. British Journal of
Management, 14(3), 207-222.
Vaara, E., Kleymann, B., & Serist, H. 2004. Strategies as discursive constructions: The case of
airline alliances. Journal of Management Studies, 41(1), 1-35.
Vaara, E., & Whittington, R. 2012. Strategy-as-practice: taking social practices seriously. The
Academy of Management Annals, 6(1), 285-336.
Wooldridge, B., Schmidt, T., & Floyd, S. W. 2008. The middle management perspective on
strategy process: contributions, synthesis, and future research. Journal of management,
34(6), 1190-1221.
Whittington, R. 2006. Completing the practice turn in strategy research. Organization Studies
27(5), 613-634.
Whittington, R. 2007. Strategy practice and strategy process: family differences and the
sociological eye. Organization studies, 28(10), 1575-1586.
Whittington, R. 2014. Information systems strategy and strategy-as-practice: A joint agenda. The
Journal of Strategic Information Systems, 23(1), 87-91.

19

Figures

Figure 1: A conceptual framework for analysing strategy-as-practice

Source: Jarzabkowski et al. (2007)

Figure 2: Methodological framework of this study.

Source: Adapted from Tasca et al (2010)

20

Figure 3: Preliminary definition process of this research.

Source: Adapted from Lacerda et al. (2012)

Figure 4: Stage 1 of the selection process.

Source: Adapted from Lacerda et al. (2012)

Figure 5: Stage 2 of the selection process.

Source: Adapted from Lacerda et al. (2012)

21

Figure 6: Stage 3 of the selection process.

Source: Adapted from Lacerda et al. (2012)

Figure 7: Stage 4 of the selection process.

Source: Adapted from Lacerda et al. (2012)

12
10
8
6
4
2
0
Organization Studies
Human Relations
Academy of
Journal of
International Journal
Entrepreneurship
Long Range Planning
Journal of Management
Strategic Organization
Organization Science
Academy of
American Journal of
International Journal
Organization
Strategic
Journal of
Discourse &
Journal of Applied
European
Accounting
Journal of Strategic
Business History
British Journal of
British Journal of
International Journal
Scandinavian Journal
Building Research and
Health Care
Economic and

Organization
Human Relations
Academy of
Journal of
International
Entrepreneurship
Long Range
Journal of
Strategic
Organization
Academy of
American Journal
International
Organization
Strategic
Journal of
Discourse &
Journal of Applied
European
Accounting
Journal of
Business History
British Journal of
British Journal of
International
Scandinavian
Building Research
Health Care
Economic and

22

Journal x Citations

2500

2000

1500

1000

500

Figure 8: Scientific recognition of each journal, according to the total of citations

Journal x Articles Published

Figure 9: Total of articles per journal

23

Productivity x Year
14
12
10
8
6
4
2
0
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

Figure 10: Distributions of publications per year, along the stablished timeframe.

2015

24

Tables
Table 1: Set of keywords used on the research. Adapted from Lacerda et al (2012).
Keyword
number

Description

KW1

"middle manager"

KW2

"strategizing"

KW3

"strategy-as-practice"

KW4

"middle manager" AND "strategizing"

KW5

"middle management" AND "strategizing"

KW6

"middle manager" AND "strategy"

KW7

"middle management" AND "strategy"

KW8

"middle manager" AND "strategy-as-practice"

KW9

"middle management" AND "strategy-as-practice"

25

Table 2: List of the final set of articles and the number of citations.

Final Set of Articles

N Citations

Whittington, R. 2006. Completing the practice turn in strategy research. Organization studies,
27(5), 613-634.

1003

Maitlis, S. 2005. The social processes of organizational sensemaking. Academy of

Management Journal, 48(1), 21-49.

667

Jarzabkowski, P., Balogun, J., & Seidl, D. 2007. Strategizing: The challenges of a practice
perspective. Human relations, 60(1), 5-27.

623

Rouleau, L. 2005. MicroPractices of Strategic Sensemaking and Sensegiving: How Middle

Managers Interpret and Sell Change Every Day*. Journal of Management Studies, 42(7),
1413-1441.

492

Balogun, J., & Johnson, G. 2005. From intended strategies to unintended outcomes: The
impact of change recipient sensemaking. Organization studies, 26(11), 1573-1601.

363

Jarzabkowski, P., & Paul Spee, A. 2009. Strategyaspractice: A review and future directions
for the field. International Journal of Management Reviews, 11(1), 69-95.

349

Maitlis, S., & Lawrence, T. B. 2007. Triggers and enablers of sensegiving in organizations.
Academy of management Journal, 50(1), 57-84.

321

Lscher, L. S., & Lewis, M. W. 2008. Organizational change and managerial sensemaking:
Working through paradox. Academy of Management Journal, 51(2), 221-240.

320

Kuratko, D. F., Ireland, R. D., Covin, J. G., & Hornsby, J. S. 2005. A Model of MiddleLevel
Managers Entrepreneurial Behavior. Entrepreneurship Theory and Practice, 29(6), 699-716.

318

Denis, J. L., Langley, A., & Rouleau, L. 2007. Strategizing in pluralistic contexts: Rethinking
theoretical frames.Human Relations, 60(1), 179-215.

296

Chia, R., & MacKay, B. 2007. Post-processual challenges for the emerging strategy-aspractice perspective: Discovering strategy in the logic of practice. Human relations, 60(1),
217-242.

274

Chia, R., & Holt, R. 2006. Strategy as practical coping: A Heideggerian perspective.
Organization Studies, 27(5), 635-655.

272

26

Final Set of Articles

N Citations

Jarzabkowski, P. (2008). Shaping strategy as a structuration process. Academy of

Management Journal, 51(4), 621-650.

268

Wooldridge, B., Schmidt, T., & Floyd, S. W. 2008. The middle management perspective on
strategy process: contributions, synthesis, and future research. Journal of management, 34(6),
1190-1221.

228

Whittington, R. 2007. Strategy practice and strategy process: family differences and the
sociological eye. Organization studies, 28(10), 1575-1586.

214

Currie, G., & Procter, S. J. 2005. The antecedents of middle managers strategic contribution:
The case of a professional bureaucracy. Journal of management studies, 42(7), 1325-1356.

204

Mantere, S. 2008. Role expectations and middle manager strategic agency. Journal of
Management Studies, 45(2), 294-316.

199

Jarzabkowski, P., & Seidl, D. 2008. The role of meetings in the social practice of strategy.
Organization Studies, 29(11), 1391-1426.

170

Mantere, S., & Vaara, E. 2008. On the problem of participation in strategy: A critical
discursive perspective. Organization Science, 19(2), 341-358.

169

Carter, C., Clegg, S. R., & Kornberger, M. 2008. Strategy as practice. Strategic organization,
6(1), 83-99.

168

Vaara, E., & Whittington, R. 2012. Strategy-as-practice: taking social practices seriously. The
Academy of Management Annals, 6(1), 285-336.

157

Balogun, J. 2006. Managing change: Steering a course between intended strategies and
unanticipated outcomes. Long Range Planning, 39(1), 29-49.

152

Kellogg, K. C. 2009. Operating room: Relational spaces and microinstitutional change in

surgery 1. American Journal of Sociology, 115(3), 657-711.

138

Rouleau, L., & Balogun, J. 2011. Middle managers, strategic sensemaking, and discursive
competence. Journal of Management Studies, 48(5), 953-983.

137

Rasche, A., & Chia, R. 2009. Researching strategy practices: a genealogical social theory
perspective. Organization studies, 30(7), 713-734.

130

27

Final Set of Articles

N Citations

Samra-Fredericks, D. 2005. Strategic practice, 'discourse' and the everyday interactional

constitution of 'power effects'. Organization, 12(6), 803-841.

113

Regnr, P. 2008. Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view
of strategy. Human Relations, 61(4), 565-588.

108

Fenton, C., & Langley, A. 2011. Strategy as practice and the narrative turn. Organization
studies, 32(9), 1171-1196.

103

Giangreco, A., & Peccei, R. 2005. The nature and antecedents of middle manager resistance to
change: evidence from an Italian context. The international journal of human resource
management, 16(10), 1812-1829.

102

Stensaker, I., & Falkenberg, J. 2007. Making sense of different responses to corporate
change. Human Relations, 60(1), 137-177.

94

Jarzabkowski, P., & Fenton, E. 2006. Strategizing and organizing in pluralistic contexts. Long
Range Planning, 39(6), 631-648.

92

Paroutis, S., & Pettigrew, A. 2007. Strategizing in the multi-business firm: Strategy teams at
multiple levels and over time. Human relations, 60(1), 99-135.

84

Delmestri, G., & Walgenbach, P. 2005. Mastering techniques or brokering knowledge?

Middle managers in Germany, Great Britain and Italy. Organization Studies, 26(2), 197-220.

82

Hoon, C. 2007. Committees as strategic practice: The role of strategic conversation in a public
administration. Human Relations, 60(6), 921-952.

77

Hodgkinson, G. P., & Clarke, I. 2007. Conceptual note: Exploring the cognitive significance
of organizational strategizing: A dual-process framework and research agenda. Human
Relations, 60(1), 243-255.

75

Beck, T. E., & Plowman, D. A. 2009. Experiencing rare and unusual events richly: The role of
middle managers in animating and guiding organizational interpretation. Organization
Science, 20(5), 909-924.

74

Pappas, J. M., & Wooldridge, B. 2007. Middle managers' divergent strategic activity: An
investigation of multiple measures of network centrality. Journal of Management
Studies, 44(3), 323-341.

73

Jarzabkowski, P., & Balogun, J. 2009. The practice and process of delivering integration
through strategic planning. Journal of Management Studies, 46(8), 1255-1288.

72

28

Final Set of Articles

N Citations

Jarzabkowski, P., & Whittington, R. 2008. A strategy-as-practice approach to strategy

research and education. Journal of Management Inquiry, 17(4), 282-286.

71

Huy, Q. N. 2011. How middle managers' groupfocus emotions and social identities influence
strategy implementation. Strategic Management Journal,32(13), 1387-1410.

67

McCann, L., Morris, J., & Hassard, J. 2008. Normalized intensity: The new labour process of
middle management. Journal of Management Studies,45(2), 343-371.

61

Kornberger, M., & Clegg, S. 2011. Strategy as performative practice: The case of Sydney
2030. Strategic Organization, 9(2), 136-162.

59

Ren, C. R., & Guo, C. 2011. Middle managers strategic role in the corporate entrepreneurial
process: Attention-based effects. Journal of Management, 37(6), 15861610.

49

Plli, P., Vaara, E., & Sorsa, V. 2009. Strategy as text and discursive practice: A genre-based
approach to strategizing in city administration. Discourse & Communication, 3(3), 303-318.

41

Achtenhagen, L., Melin, L., & Naldi, L. 2013. Dynamics of business modelsstrategizing,
critical capabilities and activities for sustained value creation. Long range planning, 46(6),
427-442.

36

Faur, B., & Rouleau, L. 2011. The strategic competence of accountants and middle managers
in budget making. Accounting, Organizations and Society, 36(3), 167-182.

30

Jarzabkowski, P., Spee, A. P., & Smets, M. 2013. Material artifacts: Practices for doing
strategy with stuff. European management journal, 31(1), 41-54.

30

Bartunek, J. M., Balogun, J., & Do, B. 2011. Considering planned change anew: Stretching
large group interventions strategically, emotionally, and meaningfully. The Academy of
Management Annals, 5(1), 1-52.

26

Smith, A. D., Plowman, D. A., & Duchon, D. 2010. Everyday sensegiving: A closer look at
successful plant managers. The Journal of Applied Behavioral Science, 46(2), 220-244.

26

Pye, A., & Pettigrew, A. 2006. Strategizing and organizing: change as a political learning
process, enabled by leadership. Long Range Planning, 39(6), 583-590.

25

Kpers, W., Mantere, S., & Statler, M. 2013. Strategy as Storytelling A Phenomenological
Collaboration. Journal of Management Inquiry, 22(1), 83-100.

21

29

Final Set of Articles

N Citations

Suddaby, R., Seidl, D., & L, J. K. 2013. Strategy-as-practice meets neo-institutional

theory. Strategic Organization, 11(3), 329-344.

20

McCann, L., Hassard, J., & Morris, J. 2010. Restructuring managerial labour in the USA, the
UK and Japan: Challenging the salience of varieties of capitalism. British Journal of
Industrial Relations, 48(2), 347-374.

16

Peppard, J., Galliers, R. D., & Thorogood, A. 2014. Information systems strategy as practice:
Micro strategy and strategizing for IS. J. Strategic Inf. Sys., 23(1), 1-10.

15

Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S., & Vaara, E. 2014. Placing strategy
discourse in context: Sociomateriality, sensemaking, and power. Journal of Management
Studies, 51(2), 175-201.

14

Barton, L. C., & Ambrosini, V. 2013. The moderating effect of organizational change
cynicism on middle manager strategy commitment. The International Journal of Human
Resource Management, 24(4), 721-746.

14

Ahearne, M., Lam, S. K., & Kraus, F. 2014. Performance impact of middle managers'
adaptive strategy implementation: The role of social capital. Strategic Management
Journal, 35(1), 68-87.

13

Brown, A. D., & Thompson, E. R. 2013. A narrative approach to strategy-aspractice. Business History, 55(7), 1143-1167.

13

Jarzabkowski, P., & Kaplan, S. 2014. Strategy toolsinuse: A framework for understanding
technologies of rationality in practice. Strategic Management Journal. Advanced online
publication. Doi:10.1002/smj.2270

13

Whittington, R. 2014. Information systems strategy and strategy-as-practice: A joint

agenda. The Journal of Strategic Information Systems, 23(1), 87-91.

11

Mueller, F., Whittle, A., Gilchrist, A., & Lenney, P. 2013. Politics and strategy practice: An
ethnomethodologically-informed discourse analysis perspective. Business History, 55(7),
1168-1199.

10

Sharma, G., & Good, D. 2013. The work of middle managers sensemaking and sensegiving
for creating positive social change. The Journal of Applied Behavioral Science, 49(1), 95122.

Burgess, N., & Currie, G. 2013. The knowledge brokering role of the hybrid middle level
manager: the case of healthcare. British Journal of Management, 24(S1), S132-S142

Herepath, A. 2014. In the loop: A realist approach to structure and agency in the practice of
strategy. Organization Studies, 35(6), 857-879.

30

Final Set of Articles

N Citations

Burgess, C. 2013. Factors influencing middle managers ability to contribute to corporate

entrepreneurship. International Journal of Hospitality Management, 32, 193-201

Harding, N., Lee, H., & Ford, J. 2014. Who is the middle manager? Human Relations, doi:
10.1177/0018726713516654.

Seidl, D., & Whittington, R. 2014. Enlarging the strategy-as-practice research agenda:
Towards taller and flatter ontologies. Organization Studies, doi: 10.177/0170840614541886.

Canales, J. I. 2013. Constructing Interlocking Rationales in Topdriven Strategic

Renewal. British Journal of Management, 24(4), 498-514.

Huy, Q. N., Corley, K. G., & Kraatz, M. S. 2014. From support to mutiny: Shifting legitimacy
judgments and emotional reactions impacting the implementation of radical change. Academy
of Management Journal, 57(6), 1650-1680.

Ouakouak, M. L., Ouedraogo, N., & Mbengue, A. 2014. The mediating role of organizational
capabilities in the relationship between middle managers involvement and firm performance:
A European study. European Management Journal, 32(2), 305-318.

Ericson, M. 2014. On the dynamics of fluidity and open-endedness of strategy process toward
a strategy-as-practicing conceptualization. Scandinavian Journal of Management, 30(1), 115.

Birken, S. A., Lee, S. Y. D., Weiner, B. J., Chin, M. H., Chiu, M., & Schaefer, C. T. 2014.
From strategy to action: How top managers' support increases middle managers' commitment
to innovation implementation in health care organizations. Health care management review,
1-10.

Dameron, S., L, J. K., & LeBaron, C. 2015. Materializing strategy and strategizing materials:
why matter matters. British Journal of Management, 26(S1), S1-S12.

Jarzabkowski, P., Burke, G., & Spee, P. 2015. Constructing spaces for strategic work: a
multimodal perspective. British Journal of Management, 26(S1), S26-S47.

Ludvig, K., Stenberg, A. C., & Gluch, P. 2013. The value of communicative skills for
developing an energy strategy. Building Research & Information,41(6), 611-621.

Paroutis, S., Franco, L. A., & Papadopoulos, T. 2015. Visual interactions with strategy tools:
producing strategic knowledge in workshops. British Journal of Management, 26(S1), S48S66.

Thomas, L., & Ambrosini, V. 2015. Materializing strategy: the role of comprehensiveness and
management controls in strategy formation in volatile environments. British Journal of
Management, 26(S1), S105-S124.

31

Final Set of Articles

Snook, J. C., & Whittall, M. 2013. From the best kept company secret to a more proficient
structure of employee representation: The role of EWC delegates with a managerial
background. Economic and Industrial Democracy, 34(2), 355-378.

N Citations

32

Table 3: List of journals according to the total of publications and citations.

Published
Articles

Total of
Citations

Organization Studies

10

2350

Human Relations

1637

Academy of Management Journal

1580

Journal of Management Studies

1252

International Journal of Management Reviews

349

Entrepreneurship Theory and Practice

318

Long Range Planning

305

Journal of Management

277

Strategic Organization

247

Organization Science

243

Academy of Management Annals

183

American Journal of Sociology

138

International Journal of Human Resource

Management

116

Organization

113

Strategic Management Journal

93

Journal of Management Inquiry

92

Discourse & Communication

41

Journal of Applied Behavioral Science

35

European Management Journal

34

Journal

33

Published
Articles

Total of
Citations

Accounting Organizations and Society

30

Journal of Strategic Information Systems

26

Business History

23

British Journal of Management

18

British Journal of Industrial Relations

16

International Journal of Hospitality Management

Scandinavian Journal of Management

Building Research and Information

Health Care Management Review

Economic and Industrial Democracy

Total

78

9.529

Journal

34

Table 4: List of authors, according to the citations and the timeframe.

Total of
Authors Name

Total of
Authors Name

Citations

Citations

Jarzabkowski, P

1704

Schmid, T.

228

Whittington, R.

1462

Kornberger, M.

227

Balogun, J

1387

Currie, G.

211

Maitlis, S.

988

Procter, S. J.

204

Rouleau, L.

955

Carter, C.

168

Seidl, D.

819

Clegg, S. R.

168

Chia, R.

676

Kellogg, K. C.

138

Mantere, S.

403

Rasche, A.

130

Langley, A.

399

Samra-Fredericks, D.

113

Vaara, E.

381

Pettigrew, A.

109

Spee, A. P.

379

Regner, P.

108

Johnson, G.

363

Fenton, C.

103

Lawrence, T. B.

321

Giangreco, A.

102

Lewis, M. W.

320

Peccei, R.

102

Luscher, L. S.

320

Plowman, D. A.

100

Covin, J. G.

318

Falkenberg, J.

94

Hornsby, J. S

318

Stensaker, I.

94

Ireland, R. D.

318

Fenton, E.

92

Kuratko, D. F.

318

Paroutis, S.

86

Wooldridge, B.

301

Delmestri, G.

82

MacKay, B.

274

Walgenbach, P.

82

Holt, R.

272

Hassard, J.

77

Floyd, S. W.

228

Hoon, C.

77

35
Total of

Total of

Authors Name

Authors Name
Citations

Citations

McCann, L.

77

Ambrosini, V.

15

Morris, J.

77

Galliers, R. D.

15

Clarke, I.

75

Peppard, J.

15

Hodgkinson, G. P.

75

Thorogood, A.

15

Beck, T. E.

74

Barton, L. C.

14

Pappas, J. M.

73

Jacobs, C.

14

Huy, Q. N

71

Ahearne, M.

13

Guo, C.

49

Brown, A. D.

13

Ren, C. R.

49

Kaplan, S.

13

Palli, P.

41

Kraus, F.

13

Sorsa, V.

41

Lam, S. K.

13

Achtenhagen, L.

36

Thompson, E. R.

13

Melin, L.

36

Gilchrist, A.

10

Naldi, L.

36

Lenney, P.

10

Faure, B.

30

Mueller, F.

10

Smets, M.

30

Whittle, A.

10

Bartunek, J. M.

26

Good, D.

Do, B.

26

Sharma, G.

Duchon, D.

26

Burgess, N.

Smith, A. D.

26

Herepath, A.

Pye, A.

25

Ford, J.

Le, J. K.

22

Harding, N.

Kupers, W.

21

Lee, H.

Statler, M.

21

Canales, J. I.

Suddaby, R.

20

Corley, K. G.

36
Total of
Authors Name
Citations
Kraatz, M. S.

Mbengue, A

Ouakouak, M. L.

Ouedraogo, N.

Ericson, M

Birken, S. A.

Burke, G.

Chin, M. H.

Chiu, M.

Dameron, S.

Franco, L. A.

LeBaron, C.

Lee, S. Y. D.

Papadopoulos, T.

Schaefer, C. T

Weiner, B. J.

Thomas, L.

Snook, J. C.

Whittall, M.

37