Abstract
A model of the antecedents of managers' perceptions of market situations as threats or opportunities (strategic framing) is examined in order to explore possible explanations for managers' tendency to overlook threats and opportunities which arise due to changing market conditions. The results indicate that threat and opportunity are not polar opposites, as assumed in the literature, and that threat and opportunity perceptions have different causes. Implications of the findings for enhancing the responsiveness of firms to changing market conditions are discussed.
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Walter K. Koch Chair in Entrepreneurship
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Mullins, J.W., Bacon, D.R. Strategic Framing: A Study of the Antecedents of Threat and Opportunity Perceptions. Marketing Letters 9, 37–50 (1998). https://doi.org/10.1023/A:1007916019870
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DOI: https://doi.org/10.1023/A:1007916019870