Using a sample of 89 mid‐level managers in a US based urban hospital, this study investigates relationships among three measures of network centrality and managers' divergent strategic activity. While prior work has demonstrated a relationship between managers' boundary‐spanning responsibilities and strategic activity, inadequate attention has been paid to managers' internal network position. Drawing from established theory, we consider expected network flows associated with three elements of the strategic renewal process. From this, we hypothesize and test relationships among managers' divergent activity and three measures of network centrality. Our findings suggest specific relationships between alternative forms of network centrality and particular elements of the strategic renewal process. Consistent with existing research, the findings also show boundary‐spanning managers to be more strategically active than their non‐boundary‐spanning counterparts.