This chapter builds on Kabanoff and Brown (2008) who found evidence of underlying knowledge structures in managers' patterns of strategic cognition. Walsh (1995: 281) defined knowledge structures as 'a mental template that individuals impose on an informational environment to give it form and...

Achieving competitive advantage through a broader consideration of stakeholders of the firm is examined. The inclusion of other significant organisational actors such as managers and employees as stakeholders capable of creating competitive strategic advantage for the firm is considered....