Place of middle managers on the relationship between creativity in strategy and organisational performance

In recent years, the literature reveals that creativity is an essential ingredient for strategy formulation. This creative potential in strategy formulation is manifested by four strategic roles played by middle managers: facilitating adaptability, implementing deliberate strategy, synthesising information and championing alternatives. In this perspective, the purpose of this research is to investigate the direct impact of strategic roles of middle managers (SRMMs) on the creativity in strategy, and the moderating effect of SRMMs on the relationship between the creativity in strategy and organisational performance. A survey questionnaire has been distributed to 350 CEOs of large Tunisian companies involved in the upgrading program. The results of the application of structural equation methods show a central roles of strategic middle managers both in its relationship to creativity in strategy, as in the relationship between creativity in strategy and organisational performance.