Managerial perceptions of strategy and strategy change

Abstract

This article explores how the strategic team perceives the strategy and strategy changes of their own company and its competitors. Findings from a case study covering both a period of "boom" and a period of "bust" demonstrated that the managers in the strategic team differed greatly in perception of their own company's strategy as well as of competitors' strategies. Moreover, the findings indicate that managers tended to focus their attention more on internal activities than on competitors and other external forces. Implications of the findings are highlighted.