The transformation brought about by various information technologies in modern management has significantly altered organizational structures, seemingly reducing the role of middle management; however, their participatory role in the strategic management process continues to be closely related to performance. Accordingly, this study reexamines the role of middle managers in strategy formation, which is easily overlooked as the exclusive domain of top management, considers environmental characteristics not addressed in prior research on the strategic management process, and examines the relationships among strategic involvement types, strategy types, and performance according to the firm's strategic orientation. The research findings indicate that top managers should reassess the role of middle managers in strategy formation and involve middle managers in achieving strategic objectives. Furthermore, in prospector-type organizations, the role of middle managers was found to extend beyond the level of strategy implementation.