The article presents results of the analysis in the basic provisions of R. Nelson and S. Winter’s evolutionary theory of strategic development, which represents a branch of Ch. Linblom’s school of strategic management studies. It is shown why R. Nelson and S. Winter came to the understanding that strategic changes in the organization are more a consequence of interactions than the influence of management as such. Explaning the main postulates in R. Nelson and S. Winter’s evolutionary theory of strategic development is made with regard to the modern post-industrial economy, including the interpretation of: changes in the organization cumulatively resulting from the interaction of its main working subsystems (subdivisions); cooperation in the organization between established routine and new situations as an important source of learning; the interconnectedness of routine actions in an organization, when changes in one set of them affect another, eventually leading to a chain reaction; orientation of the organization’s management mainly on benchmarking. Thus, the management of the strategic development of an organization in an evolutionary way, proposed by R. Nelson and S. Winter, based on the implementation of changes through the introduction of imitation innovations obtained as a result of benchmarking, is indeed one of the most reliable ways of strategic development. And the experience of strategic development in a similar way in the advanced countries of Southeast Asia (Japan, South Korea, China, India, etc.) is clear confirmation to that
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