Enduring scholarly interest in the process of strategy making stems
from an abiding assumption that some ways of strategizing are more
efficacious than others, and thus lead to higher firm performance
in the long run; higher than luck alone would bring. Expressions of
interest in and endorsements of the strategy process are abundant
in the academic literature. For senior managers and leaders, the
question of how to make effective strategies stands usually at the
top of their agenda. Not surprisingly then, the quest to uncover
stable principles of good strategy making has attracted much
support and interest over the years.
Researchers who responded to the strategy process challenge have
known many moments of exhilaration and disillusion. Scholarly
insights took long to accumulate, perhaps too long to serve as the
sole basis for helping the eager practitioner in search of simpler
but applicable advice. As a result, a significant and often highly
visible part of the field is characterized by a controversial
normative orientation.
But beneath this dramatic and unstable facade lies a gradual,
patient, and seemingly more stable, hard-at-work, academic
enterprise. Scholarly strategy process research apparently goes on,
perhaps more than ever, suggesting that there is something
fundamental and deeply interesting and profound about how
strategies are made, where they originate in organizations, and how
the process of strategy making impacts the performance of
organizations.
This volume is the culmination of our three year effort to
explore and uncover this relatively hidden or at least less visible
side of the strategy process field. Taken together, the sixteen
chaptersrepresent current scholarly strategy process research.
General
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