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Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues.

This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined.

Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness.

Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.

Early works in strategic management described strategy process and were quickly followed by a plethora of strategy content articles focusing on tools, theories, frameworks and models for use in strategizing. Subsequently, strategy research and pedagogy diverged along these lines and the two streams have not been satisfactorily reconciled. As the process incorporates content and content requires process, this paper seeks to answer the question; can some relational consistency and historical reconciliation be developed? The purpose of this paper is to propose a process/content interrelation and a generic model of strategizing.

The authors first identify the opportunity for this integration through the historical development of the two streams. The authors then review contemporary scholarly literature, strategic management textbooks and university syllabi to determine which elements of the strategy process and content are most frequently promulgated.

The authors discover a generally ubiquitous core of concepts, but great inconsistency in how they are emphasized, linked and/or applied. Beyond these core concepts, faculty syllabi included a wide range of more idiosyncratic content (appearing very infrequently – possibly related to instructor research or interest areas), such as blue ocean or game theory. The authors then propose a 2 × 2 matrix with axes of the level of analysis and stage of activity. The authors provide a populated matrix and discuss the implications of this matrix for future scholarship and teaching.

This paper begins a process of integrating the historical divide between strategy process and strategy content. It provides insights for classroom faculty, historians and practitioners.

This paper investigates current approaches to the process of managing strategy within the construction industry. The results from nine case studies have been summarised under the headings of: defining the process of developing strategy; activities and outputs associated with the strategic process; strategic tools and techniques used in the process; outputs to the strategic process and factors that govern strategic success time scale for planning horizons; the level of personnel involvement; and the most important factors for successful implementation of strategy. The strategic frameworks adopted by the case study organisations have been combined into a single framework for managing the strategic process. Several issues of strategic concern were identified and recommendations have been put forward under three headings: development of the strategic process; improvement of internal and external audits; and increased application of appropriate tools and techniques.

The major part of studies in the field of strategic cognition focussed on strategy content, while process studies are comparatively rare. Those of the studies that are dedicated to explain strategy occurrence are dominantly restricted to formal decision making. In contrast to this, the purpose of this paper is to draw on a framework that helps to get a differentiated picture on contingent processes, strategies may pass through in organizations. Furthermore, an own elicitation procedure is introduced that enables to measure strategic cognition on different levels.

The paper provides an empirical approach by applying collective causal mapping techniques, both on an individual as well as collective level. The conceptual framework of the study rests on the “genesis” concept of strategy formation introduced by Kirsch and colleagues.

The main contribution of the paper is the presentation of a methodical approach to study the formation of shared strategic orientations in small companies. An operationalization to study these cognitive processes, based on collective causal mapping techniques is provided.

Applying the methodical approach presented in the paper is expected to make a contribution to the understanding of the shared knowledge of organizational members about major strengths and weaknesses of a new strategic reorientation and to contribute to practical concerns of organizational members in specific problematic situations, especially in small companies.

The study empirically approaches the complex phenomenon on strategy formation in small companies and therefore expands the understanding of shared cognition in organizations.

Manufacturing strategy has become a subject of increasing importance to practice and research. It involves two elements: content and process. The content of manufacturing strategy has recently received considerable attention. The process of manufacturing strategy has not received the same level of emphasis. There is little prescriptive literature on the subject, and even less literature of an empirical nature. It is argued that effective manufacturing strategy is inseparable from an effective process for the development of manufacturing strategy. This article provides some beginnings with regard to the process of manufacturing strategy by (1) exploring and drawing out concepts and methodologies in existing literature which can contribute to the process of manufacturing strategy, (2) reporting on an empirical study of the process of manufacturing strategy involving 53 manufacturing executives within organisations primarily from the midwest region of the USA, and (3) developing implications for future practice and research.

While strategy was traditionally perceived as exclusive, and limited to small groups within organizations, recently a shift toward greater openness through inclusion of a larger number and variety of actors is emerging. The purpose of this paper is to adopt a social network perspective to develop a theoretical framework on how this increased openness has a varying impact in the different phases of the strategy process.

The author suggests that the strategy process is shaped through social interactions between individuals. Specifically the author conceptualizes how introducing openness affects individuals’ structural and relational characteristics, which impact generating new strategic ideas (variation), and selecting (selection), and integrating them into the existing set of routines (retention).

The framework shows that benefits and costs of increased openness balance differently. While substantial benefits may be realized in the idea generation phase, costs may outweigh the benefits in the selection and retention phase.

Based on the framework, implications can be drawn on how openness should be introduced in the different phases of the strategy process. Specifically the author discusses appropriate open strategy tools based on social technologies, which organizations can use to benefit from openness in the different stages.

Open strategy is a newly emerging phenomenon, which seems to fundamentally change the strategist’s work. More open, inclusive ways of strategizing offer new benefits but also create costs in the strategy process. This paper deepens the theoretical understanding of the consequences of openness in the strategy process.

This article investigates the deep relation between knowledge management and decision‐making process. Strategy process is concerned with decisions that influence firm’s strategic position. This research tries to link how knowledge management influences these decisions that influence the position. If we can understand what are the knowledge’s modes of integration used over the different phases of the strategy‐making process, we can act on these modes more efficiently. Based on a qualitative research developed with 92 firms over the last four years, we study and classify how firms implement knowledge management (what we named knowledge management strategies (KMS)) and their impacts on the different phases of the decision‐making process in complex situations. For this second stage we analyze 14 decision‐making processes. The model is based on the Simon’s works and is built around the three phases: intelligence, conception, and selection. We describe knowledge’s transformations over this model and the role of each KMS in each phase. This paper demonstrates that knowledge types as well as knowledge management strategies have different roles regarding the phase of the process.

Strategy development has become an often haphazard process decoupled from annual resource allocation and planning. Sometimes, it is even overlooked entirely. It is all too common to see the budgeting process driving the strategy, one year at a time. Many companies need to reestablish their basic approaches to strategy development and create explicit mechanisms to link the resulting strategy to execution.

The aim of the paper is to demonstrate how business process‐based approach (PROPHESY) facilitates integration of resource‐based and market‐based approaches to strategy management. The paper begins by presenting resource‐based and market‐based strategy management approaches generally. It extends earlier research by examining the linkages between markets and resources as practised by three case study companies representing a cross‐section of the manufacturing industry. It continues with a discussion on the reasons behind the choice of the criteria used for cross case analysis. Although the results are exploratory, they provide a comparative analysis of how market‐based strategies could relate and integrate with resource‐based strategies through business processes.

The understanding of strategic learning processes seems to be fragmented and tangled in many disciplines. To construct a meaningful understanding of strategic learning, various disciplines were reviewed and synthesized, and a strategic learning model was developed based on the analysis of previous models. The purpose of this paper is to provide a deeper understanding of underlying theories of strategic learning and its model.

The theory of strategic learning is an evolving theory so that first, the literature that helps conceptualize the strategic learning, second, the founding pieces of the literature that composite the theory; and third, the most emerging literature in the strategy discipline are selected to explain the strategic learning model. Based on the thorough review of the literature, new conceptual model of strategic learning is introduced.

In both strategy literature and organizational literature, the existing strategic learning models can be evaluated to fully capture the distinctive aspects of learning in strategy process. Various learning theories are encompassed to construct the model.

This extended strategic learning model requires empirical testing to identify dimensions of strategic learning.

The extended strategic learning model will be useful to bring about strategic change, conversation, and behavior.

This conceptual model integrates many theories and important concepts. The foundational theories identified in this study also open up new research ideas for scholars using both quantitative and qualitative approaches.