Of Strategies, Deliberate and Emergent

Abstract

How do strategies form in organizations? Research into the question is necessarily shaped by the underlying conception of the term. Since strategy has almost inevitably been conceived in terms of what the leaders of an organization ‘plan’ to do in the future, strategy formation has, not surprisingly, tended to be treated as an analytic process for establishing long-range goals and action plans for an organization; that is, as one of formulation followed by implementation. As important as this emphasis may be, we would argue that it is seriously limited, that the process needs to be viewed from a wider perspective so that the variety of ways in which strategies actually take shape can be considered.

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