Economic integration and strategic change: the role of managers' mental models



  • Firms in emerging economies face new realities as far as markets and competition are concerned when their domestic economy joins an area of economic integration.

  • The management of these companies may choose to respond by either reinforcing their domestically successful strategic paradigm or by adopting a new one.

  • By considering the views of a sample of large Greek manufacturing companies with respect to the European integrated market (EMU), we discuss the role of managers belief systems in selecting incremental strategies within their successful domestic strategic paradigm.

Copyright © 2003 John Wiley & Sons, Ltd.