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Surfacing competitive strategies

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  • Bowman, Cliff
  • Johnson, Gerry

Abstract

Recent developments in the management of strategy have advocated greater attention to managerial debate and involvement, and the surfacing of managerial assumptions about strategy. This paper illustrates an approach to surfacing and mapping managerial assumptions about competitive strategy, explaining the process by which this is done, and then giving a number of case examples of managerial workshops in which the approach has been applied. The paper shows the benefits of surfacing managerial assumptions about competitive strategy so as to galvanise strategic debate, trace managerial differences, challenge the 'taken for granted' of strategy and enhance the ownership of strategy debate and direction.

Suggested Citation

  • Bowman, Cliff & Johnson, Gerry, 1992. "Surfacing competitive strategies," European Management Journal, Elsevier, vol. 10(2), pages 210-219, June.
    • Handle: RePEc:eee:eurman:v:10:y:1992:i:2:p:210-219
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    Cited by:

    1. Said Echchakoui, 2018. "An analytical model that links customer-perceived value and competitive strategies," Journal of Marketing Analytics, Palgrave Macmillan, vol. 6(4), pages 138-149, December.

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