Original Research
The relevance of various subject areas taught in business strategy. The use of multidimensional scaling to map managers' perceptions
South African Journal of Business Management | Vol 15, No 3 | a1122 |
DOI: https://doi.org/10.4102/sajbm.v15i3.1122
| © 2018 P. A. Miller, A. H. Money
| This work is licensed under CC Attribution 4.0
Submitted: 24 October 2018 | Published: 30 September 1984
Submitted: 24 October 2018 | Published: 30 September 1984
About the author(s)
P. A. Miller, IESE, University of Navarra, SpainA. H. Money, Graduate School of Business, University of Cape Town, South Africa
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The research outlined had as primary objective the testing of managers' perceptions of those areas taught in the business policy programmes. A significant finding is the cognitive linking of strategy and structure without prior exposure to the literature or concepts. Among top managers this linking was related to resource orientation, a conclusion previously held by Bower (1970). The perceptual positioning of a political orientation suggests that the emphasis given to intra-organizational political strategies is of little relevance to managers who prefer organizations without a political atmosphere. Finally the 'fire-fighting' aspect which often makes the case-study method pedagogically exciting is questioned, because the aspect is closely related to the functional duties of executives rather than the strategic nature of the executive function. 'Fire-fighting' problems are per se short-term and are radically different to strategic problems which require a broader long-term view.
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