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Exploring Strategy Perceptions In Changing Environments

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  • Kjell Grösnhaug
  • Joyce S. Falkenberg

Abstract

This article explores how a firm perceives its own strategy and that of its competitors. Findings from an exploratory, sociometric study covering both a period of ‘boom’ and a period of ‘bust’ demonstrated that firms and competitors differ greatly in their strategy perceptions. These perceptions were also found to differ from ‘objective’ evaluations made by the investigator. None of the firms studied was found to change their basic strategy in response to environmental jolts.

Suggested Citation

  • Kjell Grösnhaug & Joyce S. Falkenberg, 1989. "Exploring Strategy Perceptions In Changing Environments," Journal of Management Studies, Wiley Blackwell, vol. 26(4), pages 349-359, July.
    • Handle: RePEc:bla:jomstd:v:26:y:1989:i:4:p:349-359
    DOI: 10.1111/j.1467-6486.1989.tb00733.x
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    Cited by:

    1. Abraham Carmeli & Ari Dothan & Dev Kumar Boojihawon, 2020. "Resilience of sustainability‐oriented and financially‐driven organizations," Business Strategy and the Environment, Wiley Blackwell, vol. 29(1), pages 154-169, January.
    2. repec:dau:papers:123456789/3075 is not listed on IDEAS

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