Firms are working in increasingly dynamic and un-predictable markets due to economic instability, globalisation, and disruptive technologies. The uncertainty and lack of information that accompanies strategy making in these turbulent conditions places the strategic capacity of the top management team (TMT) under stress. However, there is little accessible research that can help top teams to eva...

The digitization of work and life has generated numerous market opportunities that remain untapped. The realization of strategic potentials of digitization is particularly difficult for path-dependent firms that are locked-in and perceive little scope of action to deviate from their established strategic patterns. In order to gain deeper insights into this phenomenon, we draw on qualitative dat...

nowdays, it is not possible administration a city without enjoyment of knowledge urban strategic development of cities planner, designer, and expert affair as in study more the dimension divers regional urban and analysis fund divers urban planning. urban aim to showing is to set up modern solutions. lareg city has faced toward other small and middle cities also with difficulties and problems. ...

The LeChatelier-Samuelson principle (“the principle”) states that as a reaction to a shock, an agent’s short-run adjustment of an action is smaller than the long-run adjustment of that action when the other related actions can also be adjusted. We extend the principle to strategic environments and to shocks that affect more than one action directly. We define long run as an adjustment that also...

The article identifies strategizing as a core process of strategic management. It contends that strategizing should be more than strategic planning and therefore needs strategic thinking which is systems thinking foremost. Four streams of influence on strategic thinking are discussed based on insights from strategy research. Furthermore, the article concentrates on two aspects of strategizing: ...

The strategic methods of achieving the set objectives the third element of the strategy substantiates the possibility to put them into practice. The strategic options reflect the general directions of action for the realization of the established strategic objectives and the direction in which all the activities which form the object of the respective strategy will evolve. For this reason, in t...