Excerpts from my next book

[...] The study and the definition of the strategy is today a fundamental and constant preoccupation of the schools of management. As I mentioned earlier, the study of strategy has become a mainstream academic practice over the past decades, but there is a significant shift in its focus, with the emphasis shifting from organizational analysis to personalized analysis of strategy, managerial practice in concrete situations (Johnson, Langley, Melin & Whittington, 2007). Even if this tendency to evaluate the strategic practice of leaders / managers of organizations is observable and there are considerable differences in this area on the perspective of analysis, this is strongly influenced by variables linked to the cultural context, but also spatio-temporal. This shift is not accidental, but appears to be a backlash against the business planning models of the 1950s and 1960s and will lead to "attempts to rediscover the essence of strategy in practice" (Freedman, 2013 : 32). [...]

[...] To be successful in the long term, an organization must employ at least one of these strategies, otherwise it risks losing its competitive edge. But even this conceptual framework needs to be readjusted, Porter proposing "a dynamic model of strategy theory" that creates improved predictive possibilities for assessing competition and better positioning in the market: "linking environmental circumstances and business behavior enterprise to market results ”(1991: 99). Thus, the competitive strategy model proposed by him will complement the previous visions on the strategy which becomes a process of internal evolution, the strategic change so necessary to preserve the position in relation to the competition being incorporated in the process of formulation and implementation of the strategy at the organizational level.[...]