Deliberate and emergent strategies may be conceived as two ends of a continuum along which real‐world strategies lie. This paper seeks to develop this notion, and some basic issues related to strategic choice, by elaborating along this continuum various types of strategies uncovered in research. These include strategies labelled planned, entrepreneurial, ideological, umbrella, process, unconnected, consensus and imposed.

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This study tracks the strategies of a retail chain over sixty years of its history to show how that vague concept called strategy can be operationalized and to draw conclusions about strategy formation in the entrepreneurial firm that grows large and formalizes its structure. The conclusions focus on patterns of strategic change and on contrasting characteristics of entrepreneurship and planning.

This study tracks the strategies of a retail chain over sixty years of its history to show how that vague concept called strategy can be operationalized and to draw conclusions about strategy formation in the entrepreneurialfirm that grows large and formalizes its structure. The conclusions focus on patterns of strategic change and on contrasting characteristics of entrepreneurship and planning.