IDEAS home Printed from
   My bibliography  Save this article

Variations in Strategy Perception among Business and Military Managers


  • Zafer Ozleblebici

    (Turkish Army War College, Istanbul,Turkey)

  • Castro Pinto

    (Quantitative Methods at Lisbon Institute University (ISCTE-IUL)and investigator at BRU-UNIDE, Lisbon,Portugal)

  • Nelson Antonio

    (Lisbon Institute University (ISCTE-IUL), Lisbon, Portugal)


The paper aims to identify the similarities and differences in the emphases and patterns that military and civilian managers attribute to strategy. Two different analysis methods were employed in order to achieve abovementioned research objective. In the first method, the aim was to reveal and compare strategy understanding of the sample groups. Towards that end, ten different strategy definitions and nine different necessity statements compiled from various definitions/statements in the existing strategic management literature were provided to the samples. Then, the samples were requested to consider how strategy and necessity of strategy is formed in their minds, and then to choose top three definitions out of 9/10, and finally rank them in preference order, from one to three. Lastly, we counted the ranks/perceived importance of the various strategy definitions and necessity statements that which statement is ranked to which place. Using mean rank assessment by nonparametric comparison method the study shows differences between military and civilian managers in following aspect: the comparison of the emphases that are attributed to approach to strategy identified significant differences among business and military managers. Concisely, the paper reveals the varying perceptions of business and military managers on strategy based on their personal perceptions. Key Words:Strategy, Strategy Development, Managerial Perception, Strategy Mode

Suggested Citation

  • Zafer Ozleblebici & Castro Pinto & Nelson Antonio, 2015. "Variations in Strategy Perception among Business and Military Managers," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 4(1), pages 17-31, January.
  • Handle: RePEc:rbs:ijbrss:v:4:y:2015:i:1:p:17-31

    Download full text from publisher

    File URL:
    Download Restriction: no

    File URL:
    Download Restriction: no

    References listed on IDEAS

    1. repec:bla:stratm:v:8:y:1987:i:5:p:469-485 is not listed on IDEAS
    2. repec:bla:stratm:v:18:y:1997:i:3:p:187-206 is not listed on IDEAS
    Full references (including those not matched with items on IDEAS)

    More about this item


    Access and download statistics


    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:rbs:ijbrss:v:4:y:2015:i:1:p:17-31. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Umit Hacioglu). General contact details of provider: .

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service hosted by the Research Division of the Federal Reserve Bank of St. Louis . RePEc uses bibliographic data supplied by the respective publishers.