Abstract

This study approaches the strategy process using both grounded theory and qualitative statistical analysis to validate and uncover the suspected differences in the strategic behaviour of managers and corporate executives. While most strategy research offers either theoretical propositions or quantitative results based on fragmented constructs, they offer little in the way of rich, accurate knowledge (Fredrickson, 1986; Huy, 1992; Van de Ven, 1992). The grounded theory methods yielded significant differences between the strategic behaviour of managers and corporate executives, particularly in the domains of roles, responsibilities, and accountability measures. Common strategy terms were found to vary in meaning across the two types of cases as well. Results were validated with discriminate illustrations, textual examples, and statistical analysis.