This paper reflects on the authors' 1989 article "Competitive Groups as Cognitive Communities: The Case of Scottish Knitwear Manufacturers," revisiting the case study of the Scottish knitwear industry. The authors discuss the industry's decline over the past two decades and argue that the case still raises open questions in the field of management studies. They identify gaps in the existing literature, particularly in understanding how market interfaces are socially constructed, the categorization processes within industries, and the tension between competitive isomorphism and differentiation. The paper also explores the cognitive microstructure of strategy, competition, and markets, emphasizing the interplay between cognitive and material aspects of industries. The authors suggest that multidisciplinary research integrating resource, power, and cognitive theories is necessary to address these gaps. They highlight the importance of studying myopic enactment processes, categories and categorization, competitive identities, and innovation in mature and declining markets. The paper concludes by discussing the challenges of balancing conformity and distinctiveness in markets with strong categorical structures and the role of structural uncertainty in shaping industry dynamics.This paper reflects on the authors' 1989 article "Competitive Groups as Cognitive Communities: The Case of Scottish Knitwear Manufacturers," revisiting the case study of the Scottish knitwear industry. The authors discuss the industry's decline over the past two decades and argue that the case still raises open questions in the field of management studies. They identify gaps in the existing literature, particularly in understanding how market interfaces are socially constructed, the categorization processes within industries, and the tension between competitive isomorphism and differentiation. The paper also explores the cognitive microstructure of strategy, competition, and markets, emphasizing the interplay between cognitive and material aspects of industries. The authors suggest that multidisciplinary research integrating resource, power, and cognitive theories is necessary to address these gaps. They highlight the importance of studying myopic enactment processes, categories and categorization, competitive identities, and innovation in mature and declining markets. The paper concludes by discussing the challenges of balancing conformity and distinctiveness in markets with strong categorical structures and the role of structural uncertainty in shaping industry dynamics.