Current theory acknowledges the central role of top managers in shaping the firm's overall
pattern of competitive activity. But it gives short shrift to the multifaceted processes by which
diverse participants affect the strategic work of analyzing, formulating, and implementing
competitive actions. We propose managerial interfaces as a complementary perspective–
one where interfaces among top managers, relevant stakeholders, and other strategic
contributors both enable and constrain that strategic work. We advance propositions …