Industry culture and strategic response: the case of the british bus industry

Abstract

This article is concerned to demonstrate the utility of the notion of culture at the industry level. A multiple-case study of nine British bus companies highlights the way in which entrenched views and practices which were common among the nine companies restricted the range of strategic thinking among them. Many of these views and practices are emblematic of traditional bus company perspectives and are common throughout the industry. The reasons for the “hold” that the industry culture has on managers are examined. These include such factors as the impact of leadership and the inheritance of pre-deregulation features.