Strategic groups and managerial perceptions : a cognitive lens perspective of empirical evidence
This is a study of managerial perceptions of strategic dimensions in
relation to strategic groups in the UK Brewing industry. The perceptions
managers have of key strategic dimensions are used to investigate whether
these perceptions correspond with strategic groups. The prescriptive
assumption that managers within strategic groups will have homogeneous
perceptions of key dimensions is explored in this research.
A cognitive lensp erspectiveu nderpinst he inquiry into managers'
perceptionso f strategicd imensions,w hich aree xploredt hrougha
questionnaires, tandardisedu singt he RepertoryG rid Technique. The
hypothesist hat managersp' erceptionso f key strategicd imensionsa re
homogeneousw ithin strategicg roupsi s testedu tilising clustera nalysist o
identify cognitive groupings across firms in the industry. Principal
componentsa nalysisa nd factor analysisa reu sedt o validatet he cluster
The managers' perceptions of key strategic dimensions are used to identify
the interconnections that link strategy to competition across the industry
and act as a critique of the prescriptive "Porteresque" notion of generic
Finally, a manageriapl erspectiveo f strategyi s derived from the view that
"strategic groups" obscureo ur understandingo f strategya s a processo f
creative transformation. Implications for further research are suggested,
together with ways in which the approach utilised in this study may be
used to assist in the creation of emergent strategies.