SUMMARY
AbstractThe 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.