Abstract
AbstractA review of the strategy literature suggests there have been five phases in the evolution of the field since the Second World War. The present paper discusses each of these phases, drawing on developments in each decade to determine the key lessons for managers and researchers. In particular, it is suggested that ongoing concerns with the effectiveness of strategy implementation in the 1980s and 1990s have led the field to pay greater attention to managers' thought processes, the use of technology, organisational learning, organisational politics, organisational culture and group dynamics. It also appears that a debate has evolved as to whether strategy should be practiced as art, a science or a combination of both.
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