Abstract
This paper will investigate the role of middle managers in building sustainable organizations as an outcome of strategic changes and learning using multiple qualitative case study methods. Two readymade garments manufacturing firms operating in Bangladesh will be used to collect data. Specifically, this research will examine the active participation of middle managers in sequential steps of the change process and how such participation strengthens organizational learning and, hence, impact organizational sustainability as a change outcome. This research will impact the change management literature by exploring the contribution of middle managers to the organizational changes necessary for sustainability. While investigating middle managers’ active participation in the change process, the dynamic capability literature will also be enriched by extending its application to middle managers’ role in change processes, which have previously been predominantly viewed as top-level managerial maneuvers.