Publication Type

Journal Article

Publication Date

7-1989

Abstract

This article explores how the mental models of organizational strategists determine perceptions of competing organizations and responses to competitive conditions. We first outline a cognitive perspective for discussing competitive strategy, and then use this framework to analyse the particular case of the Scottish knitwear industry. We show how the structure of that industry both determines and is determined by managerial perceptions of the environment. We conclude by drawing out a few general implications of our framework for research and theory on competitive strategy.

Discipline

Organizational Behavior and Theory | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Journal of Management Studies

Volume

26

Issue

4

First Page

397

Last Page

416

ISSN

0022-2380

Identifier

10.1111/j.1467-6486.1989.tb00736.x

Publisher

Wiley

Additional URL

http://dx.doi.org/10.1111/j.1467-6486.1989.tb00736.x

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