Research on Strategy-Making.

This article examines the theory and literature of strategy-making in management research. It states that there is little empirical research on the subject. It claims that the strategy-making theory falls into three modes: the planning mode, where strategy-making is depicted as a systematic, neatly integrated process; the adaptive mode, characterized by incremental, disjointed steps in reaction to external pressures; and the entrepreneurial mode, in which the powerful strategy-maker takes bold, positive steps in the face of uncertainty. It states that there has been little attempt either to address the contradictions among these three modes or to subject these abstract depictions of the strategy-making process to empirical research.