Unit of analysis in strategic management research – positioning organisational perspective through managerial mental models

Purpose This study aims to clarify the appropriate unit of analysis in strategic management research by disentangling the overlap between “individual” and “firm” levels. It emphasises how managerial perceptions and mental models influence organisational outcomes, providing guidance to avoid fallacies and improve research validity. Design/methodology/approach A mixed-method approach was used – bibliometric analysis mapped research trends on the “unit of analysis”, and a Delphi technique was used to gather expert opinions from 11 scholars to explore managerial perceptions and mental models. This integration resulted in a conceptual framework guiding the selection of analysis units based on context and objectives. Findings Results indicate that the choice of the unit of analysis impacts hypothesis development, data collection and interpretation. Bibliometric analysis identified key themes such as ecological fallacy and managerial perceptions, highlighting research gaps. The Delphi consensus underscored the importance of aligning the unit of analysis with study goals, leading to a framework linking managerial mental models with organisational strategies and enhancing research clarity and relevance. Research limitations/implications A larger expert panel and diverse sector focus may increase generalisability. Future studies should empirically validate the framework across diverse contexts and explore various unit combinations. Practical implications Practitioners and researchers can use this framework to improve strategic decision-making and research design, ensuring alignment between managerial perceptions and organisational goals, especially in technology-driven environments. Originality/value This study uniquely combines bibliometric mapping with expert insights to develop a comprehensive framework for unit selection, emphasising the distinction between “unit of observation” and “unit of analysis”. It offers a novel perspective on incorporating managerial cognition into strategic research methodology.