This paper reports on a study which examined firstly the extent to which managers from the same corporation shared similar perceptions of corporate strategy, secondly, the extent of consensus across the corporations and finally the extent of consensus about different rationales for corporate...

In this paper we suggest that strategic change should be considered from an individual manager perspective. We believe that change can only take place in organisations if managers behave differently, if they engage in non-routine activities. We argue that managers engage in change activities if...