Strategic management: The evolution of the field

1. 5 | CONCLUSION AND DISCUSSION
There is huge gap between the two groups of “ plan and pattern” , closing this gap will not be easy and will be
challenge for any corporate in two points ,
- First, require detailed firm and industry level data over long periods .
- Second, many of the underlying strategy variables used are causally ambiguous, and therefore difficult to measure .
Relating corporate strategies to firm performance is a challenging task as time lags between cause and effect , in a
single industry, there are many different viable competitive strategies , VUCA environment, changing in technology.
Research recommendation We should merge together for advancement of strategic management understanding

2. 5.1 | Antecedents ! corporate strategy
Timing of strategic adaptation to the environment in the past can
provide a useful, tested framework to set future strategies, anticipate
changes beforehand and avoid shocks.
Past performance and curve learning can determine the flexibility
needed and determine the inner strength and weaknesses .

3. 5.2 | Corporate strategy ! externalities
Corporate strategy is a dynamic interaction with externalities
necessitating all the time to restructuring of theories and research .
 Investments in environmental understanding may directly affect the
achievement of competitive advantages than heavy investments in
competitive information collection and organization systems.

4. 6 | FUTURE RESEARCH: STRATEGIC MANAGEMENT IN NEXT 10
YEARS AND IMPLICATIONS FOR MANAGERS
Rapid and huge technological change , globalization , Terrorism threat , frequent
recession , natural disasters And emerging market domination will increase the
uncertainty of doing business in the coming few years and it will be more difficult
for strategic management researchers to examine research questions using a
single mindset of “plan” or “pattern.” Increasingly, researchers should integrate
both “content” and “processes” of strategic management as well .
Knowledge-based view, learning organizations, dynamic capabilities; networks
and innovation are some of such promising concepts.
Performance of firms can be more fully understood by examining the network of
relationships within which they are embedded.

5. 6 | FUTURE RESEARCH: STRATEGIC MANAGEMENT IN
NEXT 10 YEARS AND IMPLICATIONS FOR MANAGERS
Research encouraged the organizational innovation, abandoning
conventional methods and implementing distinctive strategies based
on creative business knowledge.
Dynamic capabilities will provide a platform for scholars researching
strategic management issues in the coming years.