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|Document Type: ||Thesis or dissertation|
|Title: ||Perceptions of competitive strategy : realised strategy, consensus and performance|
|Authors: ||Bowman, Cliff|
|Supervisors: ||Johnson, Gerry|
|Issue Date: ||Jun-1991|
|Abstract: ||This is a study of managers' perceptions of the strategic
priorities in their strategic business unit (SBU). The perceptions
managers have of the current competitive strategy of their SBU
are used to explore four main research themes. Managers'
perceptions are accessed through a brief, standardised
questionnaire which contains statements about current strategic
Firstly, the perceptions of managers from the same SBU are used
to make inferences about the realised strategy of that business.
SBUs in the sample (38) are classified into i3ur realised st:a:egy
categories. These are derived from Porter's (1 980) generic
strategies. A number of hypotheses concerning the performance
implications of these realised strategy categories are developed
and tested. Additionally, hypotheses about relationships between
consensus (the extent to which managers from the same SBU
share the same perceptions of strategic priorities), realised
strategy, performance and organizational change are developed
Secondly, the perceptions of managers from rnany different SBUs
are used to derive a "mznagerial theory" of competitive strategy.
This is developed in the context of a critique zf F'o;:erls generic
Thirdly, the research addresses the sources of influence on
managers' perceptions of strategic priorities. Specifically, the
influence of the function the manager belongs to, and the industry
the SBU conlpetes in are explored. Evidence of functicrnal and
industry influence on perceptions is presented.
Fourthly, the surfacing of managers' perceptions of current
strategic priorities has been used to facilitate strategy debates
with managenxnt teams. Examples of the issues raised, and the
contributions to management discussion are presented.
Finally, the thesis suggests ways in which the approaches taken
in the study could be developed to address other issues in the
field of strategic management.|
|Appears in Collections:||PhD, DBA, and MSc by Research theses (School of Management)|
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