Field Of Strategic Management Research Articles

Top management team attributes and corporate entrepreneurship: A meta‐analysis

AbstractHow do the attributes of a firm's top management team (TMT) influence corporate entrepreneurship across organizational and national contexts? Drawing on upper echelons theory and the managerial discretion perspective, this meta‐analytic study examines the dynamic relationship between TMTs' attributes and corporate entrepreneurship, focusing on the moderating role of managerial discretion arising from organizational and national‐level factors. To provide insights into the micro‐foundations of firm behavior, we explore how key TMT attributes—diversity, size, transformational leadership, tenure, general human capital, and entrepreneurial human capital—affect corporate entrepreneurship. A comprehensive meta‐analysis of 57 primary studies reveals that the effect of a TMT's attributes is context‐dependent and is significantly influenced by the approach to managerial discretion taken by the country in which the firm operates. By showing that transformational leadership and the TMT's entrepreneurial human capital and size affect corporate entrepreneurship, while attributes like tenure, diversity, and general human capital have limited or no impact, our findings challenge the prevailing view that a standardized approach to the TMT's composition drives corporate entrepreneurship. The study also underscores the role of the national‐level managerial discretion and finds that firms in institutional environments that feature low managerial discretion must align their TMT strategies with local institutional contexts to maximize their corporate entrepreneurship. These findings advance upper echelons theory by demonstrating that managerial discretion acts as a boundary condition in shaping how the TMT's attributes influence corporate entrepreneurship based on the national context. This research contributes to the fields of strategic and innovation management and offers practical insights for leaders who seek to harness the full potential of their TMTs.

A COMPLEX APPROACH TO THE FORMATION OF INTERNATIONAL DEVELOPMENT STRATEGIES OF THE ENTERPRISE

The research focuses on modern academic sources related to theoretical definitions in the field of strategic management of international business processes. A special attention is paid to different approaches for strategy development. The key factors impacting the success of export strategies are determined. In particular, strategies for entering foreign markers are researched based on criteria such as a degree of control over distribution, a level of investment, a predisposition to risks, elasticity, speed of entering a market, and market access. A comparative analysis of main strategies is given, taking into account the above-mentioned factors as well as an evaluation of the strong and weak sides of each approach. In addition, the strategies are analyzed from the perspective of instruments that are used for their implementation, highlighting the necessity of choosing a complex and polyhedral approach for achieving success on international markets. The research outlines the main challenges faced by businesses entering external markets, describing in detail potential obstacles at every step of the process. An emphasis is put not only on the development of strategies but also on the support of a reliable system of continuous monitoring and control. An algorithm for forming a complex approach for realization and control of the implementation of the strategies is suggested. Main principles that ensure successful access to foreign markers are outlined. The main principles for successful strategy implementation are defined, including a detailed market analysis, the use of unique product characteristics, consideration of local market specifics, and adaptability to changes. Adherence to these principles will enhance the enterprise’s competitiveness. Assessment and forecasting methods of external and internal business environments are discussed for effective execution of the chosen strategies. The study provides an overview of qualitative and quantitative methods, including peer review methods, extrapolation methods, and econometric modeling, that allow companies to better adapt their strategies to the dynamic conditions of the global market.

Implementation of Strategic Human Resource Management Practices: A Review of the Organisational Performance and New Research Paths

This study aims to discover new avenues for research in the field of Strategic Human Resource Management (SHRM) by investigating the effects of SHRM practices on organizational performance. This study investigates how well HR policies and procedures mesh with overarching company objectives by means of a quantitative methodology and an exhaustive literature analysis. Quantitative data will be gathered through structured surveys aimed at 500 HR managers and executives from different industries. The purpose of these surveys is to measure the implementation and outcomes of SHRM practices. A systematic review of the existing literature will also be conducted to synthesize current knowledge and identify research gaps. In addition to discussing new trends like technology, globalization, sustainability, employee happiness, and agile work methods, important results show that SHRM improves financial performance, employee engagement, and competitive advantage. This study seeks to contribute to the understanding of SHRM and its crucial role in improving organizational resilience and performance by pointing out major research gaps and offering future approaches.

The Effect of Strategic Vigilance in Achieving Sustainable Competitive Advantage: Analytical Research at Ashur International Bank

This research aims to know the interest of Ashur International Bank management in the role played by strategic vigilance in achieving sustainable competitive advantage by providing decision-makers with proactive and important information about internal and external environmental variables, so the intellectual cover of the problem stems from the extent of the bank's management ability to achieve sustainable competitive advantage in light of the multiple markets of the Iraqi private commercial banks, as well as governmental banks. Hence the importance of the research lies in presenting the accumulation of knowledge for strategic vigilance, which is one of the modern approaches in the field of strategic management, while the sustainable competitive advantage is the most influential in the work of banks due to its connection with their future and their business. The sample consists of (125) individuals (department heads, division and unit officials, and employees) in the surveyed bank. A questionnaire was used to collect data and distributed to a sample of (60) individuals, from which (50) valid forms were retrieved for analysis. The most important conclusion was the bank's management focuses in its strategic thinking on the dimensions of strategic vigilance in different ways according to the vigilance sequence (commercial, environmental, technological, and finally competitive vigilance)

SYNERGY OF ORGANIZATIONAL STRUCTURE AND ANTI-CRISIS STRATEGIES IN ENSURING ENTERPRISE STABILITY

The article considers the current problem of ensuring the stability of an enterprise in conditions of economic instability through the synergy of the organizational structure and anti-crisis strategies. The research aims to learn about different approaches to the integration of organizational structures with strategic management, which contribute to increasing the adaptability of an enterprise to external challenges. The main elements of synergy are considered to be, in particular, the mechanisms of implementing anti-crisis measures within the existing organizational structure, which allow for increasing the stability of an enterprise in conditions of market instability. The article draws attention to the fact that effective cooperation of the organizational structure with anti-crisis strategies significantly improves the ability of an enterprise to adapt to changes in the external environment. Based on the data obtained, recommendations are formulated for improving management decisions aimed at increasing the adaptive potential of an enterprise. In particular, the possibilities of optimizing internal processes in order to react faster to changes and minimize risks related to crisis phenomena were analyzed in detail, which ensures the stability and competitiveness of the enterprise. The possibilities of optimizing internal processes in order to react faster to changes in the external environment are considered. Particular attention was paid to the role of leadership in implementing strategic changes. The effectiveness of using the company's resources in crisis conditions was assessed. The role of leadership in implementing strategic changes is considered separately. Leadership in crisis times plays an important role in ensuring the effectiveness of implementing anti-crisis measures, as well as in strengthening the corporate culture, which contributes to increasing the level of trust and cohesion of the team. The article shows that the effective use of the company's resources in crisis conditions is a key factor in ensuring its long-term stability. The conclusions from the work indicate the need to improve the organizational structure of the company in order to ensure its greater integration with anti-crisis strategies, which will allow the company to effectively face external challenges and strengthen its competitive position on the market. Therefore, the presented article contains practical recommendations that may be useful both for business managers and researchers in the field of strategic management and organizational development in conditions of economic instability.

Addressing endogeneity in the relationship between early entry and performance: The case of foreign market expansion

Addressing endogeneity issues has been identified as a key priority for ensuring continued progress in the field of strategic management. We contribute to this research agenda by developing a generalized method of moments (GMM) estimation approach that accounts for endogeneity in dynamic models. To illustrate how endogeneity bias impedes reliable interpretation, we examine the relationship between early mover strategies and performance using data on multinational enterprises entering transition economies. Our empirical results demonstrate that early mover advantages are significantly greater after controlling for endogeneity. Additionally, we find evidence that the level of institutional development weakens the advantages of pursuing an early mover strategy in transition economies. After accounting for endogeneity, the negative moderating effect of institutional development is far more pronounced. The magnitude of these two biases underscore the necessity for scholars to adequately address endogeneity and how GMM estimation can facilitate in better understanding the performance implications of strategic choices.

Integrating Sustainability and Digitalization in Business Model Innovation. A Bibliometric Study

Abstract The aim of the study is to get a comprehensive understanding of the research landscape at the nexus between business model innovation, sustainability and/or digitalization, in order to determine key research patterns and trends. Accordingly, the following objectives have guided the development of the paper: (a) to examine the dynamics and structure of the research output (articles and citations) on the topic; (b) to explore the network of the most impactful articles; (c) to trace the origins of the research on the topic; (d) to decipher current developments in the research on the topic; and (e) to search for emerging trends in the research on the topic. An advanced search of the SCOPUS database was conducted to identify the relevant literature available; 1195 articles (published between 2014 and 2023) were selected and exported in VOSviewer for bibliometric analysis. The results suggest the emergence of a niche research area in the broad strategic management field, bringing together four related (sub)topics: (1) circular economy and sustainable business models; (2) tools, frameworks and processes for sustainable business model innovation; (3) digitalization and business model transformation; (4) business models for societal and sustainability transitions. For this research area to crystallize, the identified emerging research trends – on digital innovation and technology; strategic management and analytical methods; supply chain and manufacturing; policy, governance and sustainability – need to be further explored, both individually (in search of refinement and clarity) and collectively (in search of consistency and synergy).

What characterizes strategy research in Latin America? A bibliometric analysis for the 1990–2023 period

Purpose This article examines strategic management research across Latin America from 1990 to 2023, addressing four critical inquiries: the themes prevalent in strategic discussions, the leading countries in strategic management (SM) publications, the defining characteristics of strategic research in major Latin American economies and the reflection on whether Latin America is a region that generates or follows the knowledge of the Global North. Design/methodology/approach Utilizing co-occurrence analysis, this study maps the terrain of SM research in the region, analyzing 4,963 articles indexed in the Scopus database. The authors employed a co-occurrence analysis to map SM research in Latin America, analyzing 4,963 articles from the Scopus database. Findings Predominant themes include the theoretical underpinnings of strategy, sustainable development, innovation, tourism and international trade. Brazil, Mexico, Colombia and Chile have emerged as leaders in research volume and thematic diversity, particularly in sustainable development and innovation. Practical implications By identifying patterns, behaviors and trends in SM research, the authors uncover methods and tools that, once contextualized for the region, can significantly enhance organizational performance. Originality/value This investigation is a pioneering effort, providing a focused analysis on SM research within Latin America. It highlights significant contributions since 1990 across the region's main economies. This study represents one of the first comprehensive mappings of this academic field within Latin America. This is the first article, to the authors’ knowledge, developed to map the intellectual structure of the SM field in Latin America through an analysis of co-occurrences, with emphasis on the region's main economies.

The Contribution of Risk Management to Strategic Directions in Companies in Santa Cruz do Sul-RS: A Multiple Case Study

Objective: The objective of this study is to investigate how the risk management process contributes to strategic directions in companies in Santa Cruz do Sul? With the aim of relating risk and strategy and proposing an association model for the applicability of knowledge. Theoretical Framework: The study was theoretically based on topics such as types of risks, ISO 9001, 31000, 31010 regulations, concepts prescribed by COSO, PMBOK and the three lines of defense. Method: The methodology was characterized by a qualitative study of an exploratory and descriptive nature through a study of multiple cases composed of five companies. The data derived from the analysis of the content of interviews and documents, identifying common tools and methodologies, as well as examples of models already being validated among companies that consider risk in strategic planning. Results and Discussion: The results demonstrate that companies use strategic planning tools, however, understanding risk management is not treated as a priority, with the predominant budget for decision making. Based on this observation, a Strategy and Risk Association model was created, which in addition to synthesizing the main knowledge, serves as a guide for managerial application and for the academic dissemination of the topic. Research Implications: The practical and theoretical implications of this research are discussed, providing insights into how the results can be applied or influence practices in the field of Strategic Administration and Risk Management. These implications can cover strategic sectors of organizations, audits and consultancies. Originality/Value: This study contributes to the literature by highlighting the importance of treating risk management within strategic planning, proposing a model for associating strategy and risk that can be replicated in companies. The relevance and value of this research are evidenced by the responses obtained by managers who cite the important tools of strategic planning and the treatment of risk in their organizations.

Impression Communication Management on Organizational Communication: LAZ Coal Case Study

This case study delves into the significance of impression communication management in influencing organizational communication at LAZ Coal, a prominent coal mining company. The findings provide valuable insights for scholars and practitioners in the fields of organizationalhis research explores the impact of strategic impression communication on stakeholder perceptions, information sharing, and the overall communication environment within an organization. The extensive body of research on impression management emphasizes its importance in projecting a positive organizational image and effectively managing stakeholder perceptions. In the same vein, studies on organizational communication highlight its crucial importance in promoting the sharing of information, teamwork, and the establishment of a unified organizational culture. This case study seeks to combine these two areas to explore how impression communication management and organizational communication interact with each other. This research utilizes a qualitative, multi-method design, following the case study approach proposed by RK Yin. We collected data by conducting in-depth interviews with key personnel, analyzing internal communications documents, and observing organizational interactions. The case study approach provided a thorough understanding of the phenomenon within the LAZ Coal setting, taking into account the context and various factors involved. The findings highlight how LAZ Coal's strategic approach to communication has had a significant impact on both internal and external dynamics. This includes their consistent messaging, selective information dissemination, and effective use of communication channels. As a result, employee engagement, stakeholder perceptions, and the overall communicative culture within the company have been significantly influenced. The case study highlights the significance of incorporating impression communication management into the overall organizational communication strategy. By acknowledging the interdependence of these two areas, LAZ Coal and similar organizations can improve their capacity to present a positive image, promote open information exchange, and foster a cooperative and effective communication environment. The findings provide valuable insights for scholars and practitioners in the fields of organizational communication and strategic management.

Strategic thinking of managers: a systematic review of the literature

The purpose of the study is to provide a systematic literature review that identifies the key reasons for the development of strategic thinking in companies. In the current economic environment, considering the integration of Kazakhstan into the global community, it becomes clear that the effective development of strategic thinking is necessary not only for small and medium-sized businesses, but also for large companies requiring deep reforms. The methodological basis of the study is the principles of economic theory in the field of management and strategic management. As part of the study, an analysis of the main works of classical scientists and modern researchers in the field of strategic thinking was conducted using methods of systematic literature review and bibliometric analysis. The total number of literary sources used is thirty. As a result of the study, four main factors (antecedents) for the development of strategic thinking were identified, which were most often mentioned in foreign studies and substantiated through scientific methods of analysis: vision, creativity, corporate culture, and knowledge management. The significance of this study lies in identifying and justifying the significance of these factors in the development of strategic thinking, which can become a competitive advantage in the market.

From SOFT approach to SWOT analysis, a historical reconstruction

Purpose The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of strategic management. The societal context and the role of academics, consultants and executives is taken into account in the emergence of SWOT analysis during the 1960–1980 period as a pivotal development within the broader context of the satisfactory, opportunities, faults, threats (SOFT) approach. The authors report on both the content and the approach, so that other scholars seeking to invigorate indigenous theories and/or underreported strategy practices will thrive. Design/methodology/approach Applying a historiographic approach, the authors introduce an evidence-based methodology for interpreting historical sources. This methodology incorporates source criticism, triangulation and hermeneutical interpretation, drawing upon insights from robust evidence through three iterative stages. Findings The underreporting of the SOFT approach/SWOT analysis can be attributed to several factors, including strategy tools being integrated into planning frameworks rather than being published as standalone materials; restricted circulation of crucial long-range planning service/theory and practice of planning reports due to copyright limitations; restricted access to the Stanford Research Institute Planning Library in California; and the enduring popularity of SOFT and SWOT variations, driven in part by their memorable acronyms. Originality In the spirit of a renaissance in strategic planning research, the authors unveil novel theoretical and social connections in the emergence of SWOT analysis by combining evidence from both theory and practice and delving into previously unexplored areas. Research implications Caution is advised for scholars who examine the discrete time frame of 1960–1980 through mere bibliometric techniques. This study underscores the risks associated with gathering incomplete and/or inaccurate data, emphasizing the importance of triangulating evidence beyond scholarly databases. The paradigm shift of strategic management research due to the advent of large language models poses new challenges and the risk of conserving and perpetuating academic urban legends, myths and lies if training data is not adequately curated.

Strategic responses to uncertainty shocks and consequences: a study of sustainability-oriented exporters in an emerging country

PurposeThe COVID-19 pandemic has brought unprecedented challenges to businesses worldwide, compelling them to swiftly adapt their strategies to the evolving landscape. This study explores the relationships between uncertainty shocks (i.e. COVID-19), strategic responses, and performance outcomes, with a specific focus on general and green strategic responses.Design/methodology/approachDrawing from a sample of sustainability-oriented exporters in different industries, we examine the impact of these responses on market, financial, and operation performance by gathering data from 212 managers in Vietnam – an emerging country, and then applying PLS-SEM for analysis.FindingsOur findings reveal that sustainability-oriented exporters have exhibited adaptability by adopting general and green strategic responses in the face of the pandemic’s disruptions. Green strategic responses positively influence market, financial, and operational performance, underscoring the strategic significance of integrating sustainability considerations. However, while general strategic responses show alignment with uncertainty risks, they just impact operational performance, but do not significantly influence market and financial outcomes.Research limitations/implicationsFuture research should consider diversifying the sample to encompass a wider range of firm types and geographical locations to enhance the external validity of the results. In addition, the study does not extensively explore the mechanisms that mediate or moderate the relationships between uncertainty shocks, strategic responses, and performance outcomes.Practical implicationsThe study’s implications guide practitioners toward agile responses that balance adaptability, sustainability, and performance. This study provides timely insights for sustainability-oriented firms, managers, policymakers, and researchers aiming to navigate disruptions effectively and sustainably.Originality/valueThese findings contribute to the fields of strategic management and sustainability by emphasizing the complexities of strategic responses during uncertainty shocks, and disruptions and the pivotal role of sustainability-driven strategies in enhancing performance.

Project management logics for agile public strategic management: Propositions from the literature and a research agenda

In this paper, we call for an integration of project management logics within the now mature field of public strategic management, to analyze the potential contribution of projects in terms of increased strategic agility, in a context where traditional strategic planning and management tools and approaches are increasingly seen at risk of not being responsive enough to rapidly changing external conditions. To pursue this objective, we carry out a problematizing literature review on the two streams, by incorporating journal and book contributions from the last 30 years on Web of Science Database. 509 contributions have been quantitatively and qualitatively analyzed to answer two interconnected research questions: What is the state of the art in the literature on the interactions between project management and public strategic management? And, how can project management logics be integrated within traditional strategic planning and management processes in the public sector in order to achieve strategic agility? We find that, until today, public management literature has only sporadically dealt with the potential influence of project management logics on strategic management and, more in detail, strategy implementation. Furthermore, the review enables a discussion of five organizational drivers fostering an agile approach in public strategy implementation. Using a narrative approach, they then lead to the formulation of five researchable propositions. We conclude by proposing an updated model of the strategic planning and management cycle in the public sector, factoring in potential agile practices and feedback mechanisms induced by incorporating project logics in the implementation of strategy.

Conceptual underpinnings: theory selection in strategic management research

PurposeTheories are crucial for addressing research questions and advancing the boundaries of knowledge. However, in the field of strategic management, the existence of diverse schools of thought from various disciplines, including economics, politics, and sociology, poses significant challenges for researchers seeking to develop theories for argumentation and theorization. In this study, we have conceptualized a novel approach to selecting an appropriate theory for addressing specific research questions.Design/methodology/approachThought experiment, disciplined imagination, and a conceptual examination of a diverse set of theories.FindingsBecause the central focus in the field of strategic management revolves around how firms achieve sustainable high performance, a research question should initially clarify the fundamental phenomenological issues it aims to address. Subsequently, the process of problematization should identify the ontological assumptions and premises that establish a connection between the research question and existing theories. Finally, the identification and abstraction of rhetorical concepts derived from these assumptions and premises lead to theory selection criteria, namely connectedness, reliability, parsimoniousness, and falsifiability.Research limitations/implicationsAlthough we believe that our model for theory selection is generalizable to a wide range of management disciplines, we have primarily focused on its application in the field of strategic management. Future work could validate and further explore the applicability and effectiveness of this model in selecting appropriate theories for conceptual development in other domains.Originality/valueWhile many researchers have proposed methods for writing theoretical papers, few have provided suggestions specifically focused on theory selection. This paper stands out as one of the few that not only attempts to address this gap but successfully develops a comprehensive model for theory selection.

К вопросу об участии совета директоров в стратегическом процессе в условиях санкционных ограничений

Introduction. The role and importance of the board of directors in the strategic process has long been considered in practice and in corporate law legislation. Theoretical analysis. The ambiguous distribution of the role and degree of the senior corporate management participation made it possible to identify four models of the board of directors’ participation in the strategic process, which reflect the primacy of the board of directors and the primacy of management in the strategic process. Еmpirical analysis. In the context of sanctions restrictions and the introduction of sectoral and personal sanctions against Russian companies and members of the board of directors and management, the role and importance of the board in the strategic process should change dramatically, since in these conditions the work of the board of directors becomes more complicated and its workload increases. The article proposes a symbiotic model of the board of directors’ active participation in strategic management. Results. A necessary condition for applying the symbiotic model of active participation of the board of directors in the main stages of the strategic process and realizing its advantages is that the joint-stock company has a balanced board of directors, the members of which have competencies in the field of strategic management. Such a council, in the context of sectoral and personal sanctions, should bear increased responsibility for the course of the strategic process, and the advantages of the symbiotic model make it possible to implement a differentiated approach to the participation of the council in strategic management, identify possible areas for improving the situation and fill the formal aspects of the council’s activities with new content.

Forecasting Macro-Economic Indicators Based on Text Information from Strategic Management Field in Russia

The current situation in economic activity is notable for exponential increase in accessible e-information and serious interest in its use in order to get competitive advantages. The article studies influence of information published in mass media on the essential social and economic indicators, which show key concepts of the system of strategic management in Russia. Methodological basis of the research was formed by theories of cognitive, topical modeling and regressive analysis. In the investigation the author used methods of topical modeling, machine education and statistical analysis of data. The author put forward the procedure of automated plotting of the cause-and-effect diagram based on qualitative and quantitative data. The system of causal links between key concepts of the system gave a chance to build forecast models of high accuracy. Findings of the research showed that topics being highlighted in mass media can influence social and economic indicators. Unfortunately, accidental events can make mathematic models, relying on system inertia, inadequate. In theoretical aspect the article proposes the procedure of automated building of the cause-and-effect diagram based on heterogeneous data, which can eliminate the problem of subjectivity of expert estimations in plotting cognitive maps. In applied aspect models of forecasting the most important social and economic indicators based on mass media publications were worked out that lean against cause-and-effect diagram and can support well-grounded managerial decisions and in case of necessity can affect the situation.

Can Strategy Address the Climate Crisis Without Losing its Essence?

AbstractHow should academic fields take on the existential risks created by the climate crisis? What can business schools do to accelerate the decarbonization of business required to save our species? In their Point, Bansal et al. argue that the field of strategic management is complicit in bringing about our current crisis, and they propose to reformulate the field's very foundations to help get us out. In our Counterpoint, we show why we agree with the diagnosis but argue why we are sceptical of the cure. Strategic management incubated in business schools devoted to creating shareholder value, and its central frameworks commit it to this mission, making it fundamentally impossible to reform. The adjustments suggested by Bansal et al. might nudge what is published in journals but will not solve the bigger challenge. If we are to turn back from the climate disaster and begin the process of mitigation and remediation, we need to equip firms to decarbonize their operations as quickly as possible, and to create new kinds of enterprise to bring about the clean energy transition. Given its history and methods, organization theory may be better equipped to take on this role.

Implications of climate change for strategic management theory

PurposeThe purpose is to stimulate scholarship in the strategic management field that accounts for conditions implied by projected impacts of climate change.Design/methodology/approachFollowing conceptual logic, the article analyses how changes in the strategic environment brought about by climate change may challenge current strategic management theory. It develops avenues for theory development based on expanding the field’s scope and extending its limits of applicability.FindingsThe article highlights the extent to which the strategy field has evolved in a stable empirical context, despite its attention to dynamism and hence is less well aligned with potentially pervasive new pressures and impacts. It sets out a rationale for moving beyond symbolic environmentalism, possibilities to harness cognitive and behavioural insights, dilemmas in strategic innovation and the empirical potential of non-mainstream contexts.Practical implicationsFirms and organisations can expect widespread systemic effects from climate change that challenge established ways of operating. The article explores how strategic management could better support strategists in navigating these shifts such that firms can continue to thrive.Originality/valueThe article approaches the issue of climate change specifically from the perspective of strategic management of firms rather than as policy or social advocacy. It focuses on pressures and characteristics that distinguish climate change from other environmental and social impacts on firms.

Development of a strategy for sustainable development of enterprises in conditions of uncertainty

In modern conditions, the development of socio-economic systems takes place under the influence of external and internal factors. In a world where constant changes occur, such characteristics of an object or system as stability and permanence become especially important. Due to the need to renew the national economy, an essential aspect of the functioning of enterprises at the current stage is their sustainable development, which must meet the needs of people at present and create a prosperous future for the next generations. Its components must be organically integrated into the strategic management of the enterprise. The purpose of this publication is to critically evaluate various theoretical and methodological approaches to the formation of sustainable development. Specifically, we aim to uncover the unique challenges and strategies involved in the sustainable development of business structures amidst the current socio-economic uncertainties. The article examines the essence of the formation of a strategy for the sustainable development of an enterprise. The essential content of the sustainable development of the economy within the framework of the "Goals of sustainable development" has been determined. Approaches to the study of interpretations of the concept of "sustainable development of the enterprise" are substantiated, determining the multifaceted nature of this concept and its complex nature. The experience of EU countries in the field of strategic management of sustainable business development is considered. The essence of the concepts of strategy, enterprise strategy, strategic planning, and strategy of sustainable development of the enterprise is defined. The elements of the strategy of sustainable development of the enterprise as a socio-ecological-economic system were studied. It is noted that enterprise strategies should be formed according to different principles based on strategic planning and management postulates. Conclusions. Strategy is the primary tool that allows an enterprise in an unstable external environment to determine the direction of activity and target orientations, develop a plan of measures to achieve the set goals and maintain the ability to maintain a high level of competitiveness and not lose parameters of sustainability. The symbiosis of strategic, innovative, and sustainability aspects of the enterprise's development will increase its social, environmental, and economic efficiency, thus ensuring a high level of competitiveness and survival of the enterprise in the long term. Keywords: sustainable development of the enterprise, sustainable development strategy, strategic planning, socio-ecological-economic system.