See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/348160528

The tree of science of deliberate and emergent strategies

Article  in  IIMB Management Review · December 2020

DOI: 10.1016/j.iimb.2020.12.004

CITATIONS READS

0 43

3 authors, including:

Ivan Alonso Montoya Luz Alexandra Montoya

National University of Colombia National University of Colombia
145 PUBLICATIONS   542 CITATIONS    166 PUBLICATIONS   546 CITATIONS   

SEE PROFILE SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Cuidado Cronico y cuidando al cuidador View project

Moment of strategic decision in organizations View project

All content following this page was uploaded by Juan-Esteban Hernández-Betancur on 25 January 2021.

The user has requested enhancement of the downloaded file.

 ARTICLE IN PRESS
IIMB Management Review (2021) 000, 1–21

available at www.sciencedirect.com

ScienceDirect

journal homepage: www.elsevier.com/locate/iimb

The tree of science of deliberate and emergent

strategies

ndez-Betancura,*, Iva
Juan Esteban Herna
n Montoya-Restrepob,
Luz Alexandra Montoya-Restrepoa

a
Universidad Nacional de Colombia, Medellín - Facultad de Minas, Medellin, Colombia
b
Universidad Nacional de Colombia, Medellín - Facultad de Ciencias Agrarias, Medellin, Colombia

Received 14 November 2017; revised form 1 February 2019; accepted 25 December 2020; Available online xxx

KEYWORDS Abstract The purpose of this paper is to generate a tree of science for deliberate and emergent
Deliberate strategies; strategies using the online application Tree of Science (ToS), which is based on the theory of
Emergent strategies; graphs, and is formed by networks of knowledge through citing and referencing academic docu-
Strategy formation ments, and dividing them into roots, trunks and leaves. It was confirmed that the fundamental
process; root of deliberate and emergent strategies was centred on the contributions of Mintzberg and
Tree of science his coauthors; in addition, there were fundamental developments within the trunk, such as deci-
sion-making, the role of intermediate managers, supply chains, and organisational performance.
As for the leaves, new relationships emerged with innovation, entrepreneurship, and chaos the-
ory, amongst others. Limitations in this research include the fact that ToS is restricted to the
Web of Science database.
© 2021 Published by Elsevier Ltd on behalf of Indian Institute of Management Bangalore. This is
an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/
by-nc-nd/4.0/)

Introduction who defined it as "a pattern in the flow of important deci-

Strategy, as a vision to lead organisations, has increasingly
become a palpable necessity for the advancement of organisa-

lez & Garzo
tions, as also for administrative theory (Ve
n, 2005).
From a modern standpoint, strategy is seen in administrative
processes, and is useful in evaluating the different levels of
success in an organisation (Rivera & Malaver, 2011).
Several authors have made the effort to define strategy;
one of the most remarkable is Mintzberg (1972, 1985, 1987),
*Corresponding author.

ndez-Betancur).
E-mail address: jehernanb@unal.edu.co (J.E. Herna
Funding: This work was supported by COLCIENCIAS Scholarship pro-
gram No 757, 2016
sions (. . .) and decisions as commitments for action" (Min-
tzberg, 1972, p. 90), linking decision to strategy.
In the development of Professor Mintzberg's research on
the concept of strategy, the strategy formation process
emerged from his perspective of wanting to transcend the
study of strategy as a "deliberate and explicit set of pat-
terns" (Mintzberg, 1972, p. 90). The usual context of strat-
egy is the competition aspect, which requires a dynamic
response to attacks from competitors, something that is con-
tradictory to conceptualising strategy as established plans
(Mintzberg, 1987).
In response, the concept of deliberate and emergent
strategies emerged; the former consisting of the strategist's
intent and accomplishment of the intended, with the latter

https://doi.org/10.1016/j.iimb.2020.12.004
0970-3896 © 2021 Published by Elsevier Ltd on behalf of Indian Institute of Management Bangalore. This is an open access article under the CC
BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
2
ndez-Betancur et al.
signalling that the strategist does not have a planned inten-
tion, but that the strategies are “performed” (Min-
tzberg, 1978, 1987; Mintzberg & Jorgensen, 1987; Mintzberg
& McHugh, 1985; Mintzberg & Waters, 1985). Following this
line of research, Montoya (2010), and Montoya and Mon-
toya (2013) suggested the existence of a cycle between
these two strategies.
This article aims to identify the main contributions of
deliberate and emergent strategies with the help of the
Tree of Science (ToS) tool; the methodology is based on the
generation of a tree of science, through the analysis of cita-
tion networks (Robledo-Giraldo, Osorio & Lo
pez, 2014), and
identifies roots, trunks, and leaves, as exposed in the
results. In the end, the principal conclusions are discussed.
Methodology
In this context, a knowledge network is composed of articles
and citations, where importance is given to articles based
on their degree of connectedness, and articles are consid-
ered as nodes and citations as connections (Robledo-

ndez & Zuluaga-Giraldo, 2013).
Giraldo, Duque-Me
The methodology of the study is based on the application
of the graph theory in order to identify the authors and
respective articles, along with notable participants in the
field of study. Within the graph theory, analyses are carried
out on the structural properties of the networks derived
from the understanding of the nodes (Robledo-Giraldo
et al., 2013).
The tool that is used is the ToS1 tool, which is an online
application, developed at the Universidad Nacional de
Colombia - Manizales, which, through algorithms based on
the graph theory, optimises the search for and selection of
articles. The goal of this tool is to diminish the search for
fundamental articles on a particular subject (Robledo-
Giraldo et al., 2015).
The ToS tool has been used in various fields of knowledge
as a methodological basis for obtaining relevant literature
on a specific subject. Some recent uses of the tool have
been in the area of the ethics of organisations (Toro & Rodrí-
guez, 2017), mobile commerce (Trujillo, 2017), studies of
times and movements (Ovalle-Castiblanco & nuclear concepts that are identified in each part of the tree)
Ca
rdenas, 2016), glandular cancer in women (Benavides-
Cerquera, Boho
rquez-Lozano, Prada-Quiroga, Carvajal-Car-
mona & Echeverry, 2016), synthetic polymers and biopoly-
mers (Rodríguez & Orrego, 2016) and networking (Robledo-
Giraldo et al., 2014).
The tool starts with the creation of a search equation
with representative terms for the desired field of study. The
search equation is then entered into the Web of Science
(WoS)2 database, and the results are taken from the com-
plete records and the cited references, which are down-
loaded in a flat ".txt" file. Later, that file is loaded onto the
1
Tree of Science – ToS – is an application created at the Universidad
Nacional de Colombia - Manizales. With access at: http://tos.mani
zales.unal.edu.co/home. See Appendix for details of access.
2
Web of Science - WoS is a database of academic information pro-
vided by Thomson Reuters (Clarivate Analytics). We accessed it
through the subscription of the National Library System - SINAB of
the Universidad Nacional de Colombia.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
J.E. Herna
ToS application where it forms the tree (Robledo-Giraldo
et al., 2015). (See Appendix).
For the particular case of the deliberate and emergent
strategies, the search equation was: (("process of strategy
formation") OR ("deliberate and emergent strategies") OR
("emergent and deliberate strategies") OR ("emergent strat-
egy") OR ("deliberate strategy")), which captured 147 docu-
ments from the WoS database.
The indicators used in the graph analysis applied to the
knowledge networks included the degree of entry, degree of
exit, and degree of intermediation; the first indicates the
number of documents that reference a specific article, the
second shows the number of documents that are referenced
by a specific article and the third includes the documents
that are found between the two (Robledo-Giraldo et al.,
2013, 2014).
This knowledge network is called the tree of science
because it uses the metaphor in terms of the documents
that make up the graph, taking into account the citation vol-
ume and the indicators of entry, exit, and intermediation,
referring to those that have a high degree of entry and zero
exit as root documents; to those that have a high degree of
intermediation as the trunk; and the articles with zero input
grade and high exit as the leaves (Robledo-Giraldo et al.,
2014). The distribution of the categories can be given chro-
nologically, in terms of the publication of the documents,
but it is not a classification criterion.
Results
This section presents the contributions of the documents
identified by ToS for the terms deliberate and emergent
strategies. The tool yielded 803 documents, which were
divided into 10 root documents, 10 trunk documents and 60
leaves documents (See Fig. 1). First, the documents were
evaluated based on the title, summary and conclusions, and
the rest of the content of the document was subsequently
reviewed. The main question for each document was
whether it used the concept of deliberate and emergent
strategies. At the end of the presentation of the contribu-
tion of each element that makes up the tree (root, trunk
and leaves), the substantial lines (the fundamental or
are considered, as also the deficiencies, or the limitations in
terms of the evolution of the concept.
Roots of deliberate and emergent strategies
Based on the ToS results, 10 documents were classified as
roots, published between 1978 and 1998. (See Table 1)
The author who had the highest number of records in this
classification was Mintzberg, considered the main author of
the adaptive perspective on strategies, with his definition of
strategy as a pattern in a flow of decisions and decisions as a
commitment to action, i.e., a group of successive decisions
3
The number of documents entered in the ToS was 147, which arose
from the results of the search in WoS. The number 80 corresponds to
the result of documents (whether or not from the original list of
results of the WoS) obtained by the tree built by ToS, as a result of
the analysis of the bibliographic relationship of the documents that
were loaded in the application.
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies 3

Figure 1 ToS result of deliberate and emergent strategies. Note: This picture shows a screenshot of the Tree of Science (ToS) result.
The cluster of dots at the base represents the documents sorted into roots, the cluster of dots in the middle represents the trunks and
the cluster on top represents the leaves. The image was taken from the ToS platform: http://tos.manizales.unal.edu.co/.Source:
Picture taken from the ToS platform

that demonstrates a stable and coherent flow over time
(Mintzberg, 1978).
This author had four documents: the first one was Pat-
terns in Strategy Formation, published in 1978, which
defined deliberate and emergent strategies, starting from
the perspective established with the foregoing definition,
which allows for the study of strategy beyond a post-action
phenomenon and planning-based directions as a prelude to
decision making (Mintzberg, 1978).
Mintzberg (1978) stated that the concept of strategy has
two perspectives: the first marked by the formulation of
guidelines in advance that guide the specific decisions and
the second referring to the construction of the strategy
gradually, which may have an unconscious impact on the
decision-making, portraying the concept of strategy as flow
patterns and making it more tangible and more operational
for researchers.
In order to surpass these two notions of strategy and find
patterns of operation simultaneously, the author identified
two types of strategies: intended ones and realised ones,
which, with the initial theoretical scope, means there are
three types of strategy combinations (Mintzberg, 1978,
p.945):
1. Planned strategies that are carried out; or deliberate
strategies.

Table 1 Documents classified as the roots of the tree of science of deliberate and emergent strategies.

Authors Title Year

Mintzberg, H. Patterns in strategy formation 1978
Porter, M. Estrategia competitiva 1980
Quinn, J. Strategies for change: Logical incrementalism 1980
Burgelman, R. A process model of internal corporate venturing in the diversified major firm 1983
Mintzberg, H. & Waters, J. Of strategies, deliberate and emergent 1985
Eisenhardt, K. Building theories from case study research 1989
Barney, J. Firm resources and sustained competitive advantage 1991
Mintzberg, H The fall and rise of strategic planning 1994
Noda, T. & Bower, J. Strategy making as iterated processes of resource allocation 1996
Mintzberg, H., Bruce, A. & Lampel, J. Strategy safari 1998
Source: Present study.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
4
ndez-Betancur et al.
2. Planned strategies that are not carried out, perhaps
because of unrealistic expectations, errors of judgement
about the environment, or changes during implementa-
tion; or unrealised strategies.
3. Performed strategies that were never planned, perhaps
because no strategy was thought out at first or maybe
because, as in (2), those that were planned were dis-
carded along the way; or emergent strategies.
Mintzberg’s (1978) research was based on the analysis of
patterns in the decision flows of organisations, using long
enough periods and a case study configuration. In Min-
tzberg’s (1978) study, four main steps were used: (1) Basic
data collection, (2) Inference of strategies and periods of
change, (3) Intensive analysis of periods of change, and (4)
Theoretical analysis. These steps were applied to the com-
pany Volkswagen and the strategy of the United States in
Vietnam.
Mintzberg (1978) intended to present a new descriptive
perspective of the strategy formation process; the pair of
cases described in the document questioned the only defini-
tion of strategy, that is, as a fixed plan with pre-established
changes and responding exclusively to the intentions of the
decision maker, and discussed strategy in terms of the train-
ing and learning that may constitute strategies that can be
considered as emergent.
The second document Of Strategies, Deliberate and
Emergent, was published by Mintzberg and Waters in 1985.
In this document, Mintzberg’s previous (1978) concept was
developed further.
At that time, Mintzberg and Waters (1985) viewed strat-
egy as a continuum, and the extremes as purely deliberate
strategies and purely emergent strategies, which resulted in
strategies classified as seen in Table 2.
Mintzberg and Waters (1985) sought to open the perspec-
tive on deliberate and emergent strategies, where there
was latent bifurcation between the two strategies.
The authors encouraged more research on the problem of
the formation process of strategies, with the idea of "strate-
gic learning" as a differentiating element of emergent and
deliberate strategies, based mainly on the notions of direc-
tion and central control (Mintzberg & Waters, 1985).
The third root document was authored by Mintzberg, and
was called The Fall and Rise of Strategic Planning, 1994,
where the author talked about strategic planning and how it
can be confused with strategic elaboration, emphasising the
capacity of synthesis of the latter, and capacity of analysis
of the former, making clear the involvement of both in the
strategic process. This document associated deliberate
strategy with strategic planning and emergent strategy with
the development of the strategy.
In the context of deliberate and emergent strategies, Min-
tzberg (1994) stated that the former, based on the intentions
of top management, can be exemplified in the conquest of a
new market. Mintzberg (1994) also talked about emergent
strategies, where there are patterns that arise from making
decisions one by one, forming the strategy. Emergent strategy
was characterised as being a strategy formed without inten-
tion, and generated by means of the learning process.
In this paper, Mintzberg (1994) critiqued strategic plan-
ning, in its intention to exhibit deliberate strategy as purely

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
J.E. Herna
good and emergent strategies as purely evil, because a via-
ble strategy would have elements of learning and control,
that is to say, emergent and deliberate characteristics.
The author concluded that the limits of the formalisation
of phenomena must be respected; while this predisposition
is natural, in creative and complex activities, such as strate-
gic elaboration, one must be careful to understand the limits
(Mintzberg, 1994).
The fourth root document was authored by Mintzberg, along
with Lampel and Ahistrad, entitled Strategy Safari, in 1998,
with reprints in 1999 and 2003, in which strategy was portrayed
as an indomitable animal that is holistically unknown.
The authors sought to expose the different schools of
thought for strategy in order to overcome bias in the devel-
opment of the concept; they started with the fable of the
blind and the elephant, which relates how the elephant is
defined based on the section of the body that is touched;
something similar they said had happened with strategic
management (Mintzberg, Bruce & Lampel, 2003).
They defined deliberate and emergent strategies with the
concept of strategies as a plan, wherein a projection of
strategy towards the future is made and the strategy, as a
pattern, revises the behaviour model towards the past. The
concept of deliberate strategies denoted strategies that are
intended, and emergent strategies referred to strategies
that are carried out. From there, Mintzberg et al. (2003)
defined deliberate strategies as those that generate a pro-
jection for the future and that, after being executed, they
review the past, obtaining a result that is similar for the two
strategies. According to the authors there are also strategies
that are not planned, but a behavioural pattern emerges
when one looks at the past, and these are called emergent
strategies (Mintzberg et al., 2003).
The authors suggested that strategies that are deliberate
are based on a control mechanism and strategies that are
emergent are based on a learning mechanism, but real-world
strategies are scarcely purely deliberate or purely emergent,
meaning the strategy must "exercise control while promoting
learning" (Mintzberg et al., 2003, p.27). The schools proposed
by the authors are shown in Table 3.
Next, Porter, in Competitive Strategy (1980) focussed his
discourse on general analytical methods in relation to the
competitive strategy, the generic environments of the indus-
try, and the approach that the agent must take before mak-
ing the strategy decisions. Particularly, this book is a tool to
design strategies of companies, focussing the analysis on the
structure of industry, skills, and evolution of the industrial
sector. The author made no mention of the concept of delib-
erate and emergent strategies (Porter, 1980).
James Quinn wrote an article in 1978 and a book in 1980
titled Strategies for Change: Logical Incrementalism, which
did not provide a formal definition of deliberate and emer-
gent strategies, but discussed the process of formation of
strategy from elements of logical incrementalism, which
allows managers of organisations to respond flexibly to
unfavourable situations (Quinn, 1978).
Logical incrementalism responds to the process of strate-
gic change that is usually in evolutionary and intuitive frag-
ments, unlike analytical systems generally presented in the
literature. Strategy evolves from the general consensus for
actions formed from internal behaviour and external events
(Quinn, 1978).
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies
Table 2 Strategy types.
Strategy Definition
Planned Planning suggests clear, articulated intentions sup-
ported by formal controls that seek to accomplish
them in a conducive environment. There is no
distinction between elaboration and
implementation.
Entrepreneurial Individuals base their vision for the direction of
organisations on the personal control of the orga-
nisation. Common in small companies controlled
by the proprietors, the strategy can have deliber-
ate components based on the intentions and
emergent components based on the vision of the
leader.
Ideological Part of the vision can be collective or individual in
that it exhibits behavioural patterns based on a
shared vision that becomes an ideology.
Umbrella Strategy that gives space for manoeuvres of the
actors based on the limits of the partial controls
of the leader, providing the deliberate space for
emergence to occur.
Process Controls the strategy formulation process, leaving
the strategy content up to other actors. Similar to
the umbrella strategy in that the actors have a
limited margin of action based on the limitations
provided by the leader.
Disconnected Strategies that give rise to sub-units or individuals
with a centralised leader, can be deliberate in the
individual perspective based on the intentions
and emergent for the organisation generally or
with an absence of intention on the part of the
individual or sub-unit that is controlling the
strategy.
Consensus Various actors in an organisation come together
“naturally” in the same pattern without a central
control.
Imposed The environment imposes a pattern in the flow of
action to an organisation in the absence of a cen-
tral control.
Source: Based on the concepts of Mintzberg and Waters (1985).
Burgelman’s, 1983 article, A Process Model of Internal Cor-
porate Venturing in the Diversified Major Firm, speaks of an
exploratory study that related the processes of innovation
with the organisational structure, generating findings compa-
rable to the theories of learning, and emergent strategy
when entrepreneurship in organisations lies in the autono-
mous strategic initiatives of individuals in the operation of
the organisation, highlighted as a bottom-up strategy.
This means that innovative hi-tech ventures are born out
of the initiative of leading group technologists to command
strategies that go beyond the concept of corporate strategy
prevalent at that time (Burgelman, 1983). This gives the
sense that emergent strategy has the characteristic of sup-
porting the innovation of organisations and is generated
from the base of the structure.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
5
Agents
Leaders formulate the intentions as explicitly as
possible and work towards their implementation.
Responds to a leader who imparts a vision to the
organisation, who forms and implements a strat-
egy that can be retrofitted to the action.
Mainly based on a collective where there is a
shared vision that is mostly unchangeable
because there is a collective ideology that cannot
be changed without the approval of the entire
group.
For leaders who must partially control actors based
on general behaviour parameters.
The leader designs the central patterns that pro-
vide the flexibility for the behaviour of the
subordinates.
Generally, the leader is not centred in the organi-
sation; a leader who can be a sub-unit or individ-
ual who is capable of forming a pattern in the
flow of action.
Suggests mutual adaptation between the different
actors, learning from one another and their dif-
ferent responses to the environment, resulting in
a common pattern that works for the actors.
Leaders respond to the changes caused by the
environment.
Burgelman (1983) also concluded that autonomous strat-
egy initiatives are more at risk of generating corporate
results in highly diversified organisations, precisely because
they seek objectives that have been classified as impossi-
ble, and present problems for the acquisition of resources.
In this case, the presence of the average manager is neces-
sary since these managers must generate the connection of
the innovative ventures that are born from the structural
base of the organisation with the concept of corporate
strategy.
That is, Burgelman (1983) linked the discussion on strat-
egy to the concept of autonomous strategic behaviour, fuel-
ling the debate on organisational theories with the validity
of rational versus natural models in understanding the
growth of companies.
 ARTICLE IN PRESS
6
ndez-Betancur et al.
J.E. Herna

Table 3 Schools of thought for strategy.

Set Set definition School Concept Definition of the school

Natural to Includes models that are
prescribed formed by the strategy
rather than those that
are deliberately cre-
ated using strategy.
Natural to Focussed on the aspects
descriptive that are specific to the
formulation process of
the strategy
Extended to other Extends the strategy for-
groups or actors mulation process to the
individual and includes
other groups and actors
Combination Combination of the
schools of strategy for-
mulation processes
Source: Based on the concepts of Mintzberg et al. (2003).
Design A conceptual process Interprets the strategy as an
informal design process
Planning A formal process Sees the strategy as an inde-
pendent process and sys-
temic for formal planning
Positioning An analytic process Selection of positions in an
economic market
Entrepreneurial A visionary process Creation of a vision for the
top leader
Cognitive A mental process Strategy understood as a
conceptual process in one
person
Learning An emergent process The world is too complex for
a strategy alone to develop
clear or visionary plans.
The strategy on small steps
and adaptation
Power A negotiation process Strategy understood as a
process of negotiation
between the agents inside
an organisation or with the
environment.
Cultural A collective process Strategy aligned with the
organiational culture fun-
damental to the
collective.
Environmental A reactive process Strategy is a reactive pro-
cess based on the incen-
tives imposed by the
environment more so than
on the proposals from the
organisation.
Configuration A transformative process Integrates the schools of
strategy, brings together
different elements (pro-
cess of creation, content,
structure, and context)
within the different cycles
of life in the organisation.

The next on the list is Eisenhardt (1989) with Building
Theories from Case Study Research, which became the basis
for the methodological perspective and for the treatment of
case studies for the generation of theory.
Later, Barney (1991) contributed the document Firm
Resources and Sustained Competitive Advantage, wherein
he related the process of strategic planning, the source of
competitive advantage, to the value of the resources,
affirming that, after emergence, strategies deliver added
value that is rare, inimitable or imperfectly imitable.
Barney (1991) indicated that an organisation is willing to
carry out formal planning, that is to say that organisations
are all orientated toward learning how to do formal plan-
ning, which leads to the idea that formal planning does not
exclusively represent a sustainable competitive advantage.
In comparison, emergent strategies are processes that gen-
erate strategies that can be considered as durable resources
with potential, providing competitive advantage based on
the rarity of the strategies and their imperfection in terms
of imitation and substitution.
Barney (1991) encouraged the evaluation of the sustain-
able competitive advantage of a resource with the following
question: "Is it a valuable resource, is it rare, is it imper-
fectly imitable and are there substitutes for that resource?"
(p. 222). He urged organisations to review their trajectory
and the resources obtained from it and to generate advan-
tages that are not possible to duplicate since all organisa-
tions have not traversed the same path.
Finally, the roots of the tree of science associated with
deliberate and emergent strategies are closed by Noda and

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies 7

Table 4 Documents classified as the trunk of the tree of science of deliberate and emergent strategies.

Authors Title Year Classification

Macbeth, D. Emergent strategy in managing cooperative supply 2002 Substantial contributions
chain change to the concept
Jett, Q. & George, J. Emergent strategies and their consequences: A 2005
process study of competition and complex deci-
sion making
Morrison, J. & Salipante, P. Governance for broadened accountability: Blend- 2007
ing deliberate and emergent strategizing
Maritz, R., Pretorius, M. & Plant, K. Exploring the interface between strategy-making 2011
and responsible leadership
Mirabeau, L. & Maguire, S. From autonomous strategic behaviour to emergent 2014
strategy
Lowe, A. & Jones, A. Emergent strategy and the measurement of perfor- 2004 Applications of the
mance: The formulation of performance indica- concept
tors at the microlevel
Boyett, I. & Currie, G. Middle managers moulding international strategy: 2004
An Irish start-up in Jamaican telecoms

n, N. & Rose
Egels-Zande
n, M. Sustainable strategy formation at a Swedish indus- 2015
trial company: bridging the strategy-as-practice
and sustainability gap
Modell, S. Strategy, political regulation and management con- 2012 Not related
trol in the public sector: Institutional and critical
perspectives
Kingdon, J Agendas, alternatives, and public policies 1984
Source: Present study.

Bower with Strategy Making as Iterated Processes of
Resource Allocation, published in 1996, wherein they devel-
oped theoretical conceptions on strategy formation from a
study of a couple of organisations providing mobile phone
services, contributing to the strategy field by enriching the
understanding of the intraorganisational strategy process
and elucidating multilevel, simultaneous and interrelated
managerial activities that combine to generate an "emer-
gent" strategy (Noda & Bower, 1996).
Regarding the articles that comprise the roots, the sub-
stantial line focusses on strategy formation as a novel field,
in its moment, standing out from the observation of strategy
as a problem merely of deliberate planning and it highlights
the presence of non-deliberate formation. Emergent strat-
egy is understood as having connections with learning, the
knowledge base of the actors involved, and innovation, in
terms of resources and capabilities.
As for the deficiencies or limitations of the evolution of
the concept of deliberate and emergent strategies within
the root documents, until that moment, strategy forma-
tion is not stated as a process or a system. In this sense,
the concept of “emergency” or emergent strategy does
not come from the novelties that could arise from the con-
nections that make up that system, since it is not denomi-
nated as such. In other words, the emergency is
understood as something non-deliberate, but without the
explanatory possibility of the system view, observing the
connections of the elements, and the emergent properties
that would account for why the emergent strategy is non-
deliberate.
The trunk of deliberate and emergent
strategies
Continuing with the formation of the tree of science of
deliberate and emergent strategies, the next part is the
trunk, which is made up of 10 documents published between
1984 and 2015, of which five documents made substantial
contributions to the concept of deliberate and emergent
strategies, three did so tangentially, and two were not
related. (See Table 4).
Within this group of contributions, Macbeth (2002)
emphasised the strategies in the supply chain from the per-
spective of the formation process, characterised by a lack of
linearity in the dynamics and in keeping with the chaos the-
ory, and strengthened the use of complexity in the genera-
tion of emergent strategies.
Macbeth (2002) stated that it is necessary to use emer-
gent solutions in situations where the deliberate do not
work, a process vision that is directly influenced by "strate-
gic behaviour, such as a phenomenon that emerges unpre-
dictably from the networks of influence and interaction in
the organization". (MacIntosh & Maclean 1999, p. 299 cited
by Macbeth, 2002).
In addition, Macbeth (2002) argued the possibility of
adjustment to routines, which can be overcome or changed
when the routines are no longer appropriate. In the same
way, new patterns of action are generated and formalised in
the form of rules, which grant conditions in terms of struc-
ture and behaviour that are subsequently applied and con-
siderably coveted for the future. In other words, new

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
8
ndez-Betancur et al.
patterns of action allow the organisation to free itself, leav-
ing old rules behind and accommodating dissonance, energy
and new opportunities (Macbeth, 2002).
Other authors assigned to the trunk category within the
tree of deliberate and emergent strategies include Jett and
George with the document Emergent Strategies and Their
Consequences: A Process Study of Competition and Complex
Decision Makingç published in 2005, wherein they recognised
the participation of deliberate strategies in the formation of
emergent strategies; in addition, they made use of a novel
methodology based on interactive simulation that evidenced
the formation of emergent strategies through decisions
made by teams (Jett & George, 2005).
Jett and George (2005) indicated that when an organisa-
tion is immersed in environments that are highly prone to
being dynamic and uncertain, it is not convenient (and in
some cases impossible) to use deliberate forms of strategy
development, in particular formal planning, while recognis-
ing that formal planning can have purposes that can be seen
as valuable, but along with the possibility of becoming
inflexible and cumbersome routines.
In line with Jett and George (2005), Mintzberg and
Waters (1985) showed that they agreed with the disadvan-
tage that a deliberate strategy can present in specific condi-
tions of a specific moment in highly dynamic and uncertain
environments and that the emergent processes of the strat-
egy confront precisely those unforeseen events, problems,
and opportunities with adaptive decision-making.
At the conclusion of their study, Jett and George (2005)
empirically contributed to the theory of effective decision-
making (Mintzberg & Westley, 2001) with elements of "seeing
and doing", surpassing the concept of "thinking first" to make
decisions, without detracting from its importance in an
emergent strategic decision process (p. 407). They also
observed that emergent processes have some elements
rooted in deliberate strategies, where decisions are con-
stantly benefitting from the interaction between deliberate
and emergent strategies.
Subsequently, the contributions of Morrison and Sali-
pante (2007) with the document Governance for Broadened
Accountability: Blending Deliberation and Emergent Strategiz-
ing, revealed the combination of deliberate and emergent
strategies with the evidence of an ethnographic case, wherein
they illustrated the exercise of maintaining stable strategy
from a mixture of deliberate and emergent developments. The
case study was developed in non-profit companies.
The authors presented the combined strategy, which has
both a deliberate and an emergent component, in which the
former provides satisfaction to the interested parties, based
on the prediction of future results, which are duly priori-
tised. On the other hand, the latter involves the interested
parties in the search for superior performance in the daily
processes of the organisation. In particular, the emergent
strategy has the characteristic of being implicit in the pro-
cesses of the organisation, directed towards learning and
giving meaning to particular and complex experiences (Mor-
rison & Salipante, 2007).
In 2011, Maritz, Pretorius, and Plant arrived with the doc-
ument Exploring the Interface Between Strategy-making
and Responsible Leadership, wherein they related emergent
strategy to leadership, which requires better governance
and poses greater challenges. From the empirical mixed

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
J.E. Herna
research developed by the authors, they detailed deliberate
strategy as a rational process that counts on the clarity of
the agent in terms of the objectives, vision and direction,
and the specificity of means and ends; on the other hand,
the emergent strategy features an adaptive and rapid
response to environmental changes, more autonomous deci-
sions and actions, less control, and greater intangibility
(Maritz, Pretorius & Plant, 2011).
The role of the leader within the deliberate strategy was
seen as the fine-tuning of the design of strategic plans for the
development of a controlled activity, aligning the organisa-
tional objectives with the structure, as contained in formal
planning. While this would provide the conditions for the
leader to inspect the elaboration of the strategy, which con-
verges with governance, it would leave the organisation in a
rigid position when faced with strategic changes in response
to changes in the environment (Maritz et al., 2011).
On the other hand, the leader is the agent of change in
the emergent strategy; autonomous action and the speed of
response to the change support the work of the leader, who
is seeking timely reaction to environmental dynamics taking
into account all the demands of the interested parties. In
this sense, to have a leader as an agent of change that is
developed in the context of an emergent strategy may guide
the organisation in situations of ambiguity and instability.
The emergent strategy presents some disadvantages for gov-
ernance, such as the lack of specificity in means and ends,
decentralised decision-making processes, and less control
capacity, which makes it a more difficult strategy to manage
(Maritz et al., 2011).
The next document was From Autonomous Strategic
behaviour to Emergent Strategy, published in 2014 by Mira-
beau and Maguire, wherein they developed the theoretical
implications of the context/ space between deliberate and
emergent strategies with the inclusion of the autonomous
strategic behaviour, which precedes the emergent strategy.
They also considered the possibility of having emergent strat-
egies that are not finally realised, which they call ephemeral.
In their research, based on a case study in a telecommu-
nications company, they concluded that the precursor of the
emergent strategy is the autonomous strategic behaviour.
They also concluded that the portion of the strategy that
can be constituted by an emergent strategy "arises from the
intraorganizational ecological processes since projects (i.e.,
variation) vie for development and impetus (selection) and
for integration into organizational routines (retention)" (Mir-
abeau & Maguire, 2014, p. 1226).
The trunk documents included three documents where
the conceptions of deliberate and emergent strategies are
applied: the first approached linking the emergent strategy
with the measurement of yields with indicators (Lowe &
Jones, 2004). The second studied an international telecom-
munications company in terms of shaping intermediate man-
agers in international strategy (Boyett & Currie, 2004), and
the third looked at sustainable strategy in a Swedish multi-
national company (Egels-Zande
n & Rosen, 2015).
From the substantial lines that make up the trunk, it can be
identified that the strategy formation is conceptualised as a
process. In addition, there are simple connections within the
deliberate and emergent strategies, articulated possibly cycli-
cally and there is a presumption that an antecedent or a causal
reason for emergency is autonomous behaviour.
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies 9

This procedural perspective of strategy formation contrib-
utes conceptually in two ways: through methodological
approaches (chaos theory, for example) and from explanations
of consequences of particularities of the industrial dynamics
and business environment in which the decisions arise.
As regards the deficiencies in the trunks, there is still a
lack of a systemic definition of the strategy formation,
despite the fact that there is progress in identifying that
there are deliberate and emergent components, which are
interrelated, but the identification is not deepened by pro-
viding details of the connections and the components
involved. This shows that there is no explanation of the
internal evolutionary dynamics within the systems that drive
the formation of these strategies.
The leaves of deliberate and emergent
strategies
According to the ToS application, the tree of science of
deliberate and emergent strategies has 60 leaf documents,
of which 3 made direct contributions to the conceptualisa-
tion of deliberate and emergent strategies (see Table 5), 32
documents referred to applications of the concept, and 26
were discarded post-review for not being related although
they were included by the application (see Table 6).
Thirty-two documents referred to the application of the
concepts of deliberate and emergent strategies, and they
can be classified as different topics of administration (See
Table 7).
From the general review of the leaves of the tree of sci-
ence of deliberate and emergent strategies, the classifica-
tion led to 12 categories, taking into account the main
theme that was addressed in the articles. Nine documents
discussed general concepts of strategy, four spoke of innova-
tion, four dealt with organisational change, three addressed
public policies, sustainability strategy had two documents,
as did control management, sales and marketing, and agents
and, finally, there was one document each on the strategy of
operations, chaos theory, entrepreneurship, and decision-
making (See Fig. 2).
Regarding the substantial lines of the leaves, it is
observed that they deepen the trunks, and there are more
works with a methodological approach such as chaos theory,
complex adaptive systems and eventually novel topics such
as organisational improvisation, organisational behaviour
and change management, which explain the connections
between the deliberate and emergent components. At the
same time, another substantial line that is extended within
the trunk, is the conception of the environment. In the
leaves, there are more works evidenced on characteristics
of the environment, such as the life cycle of the industry.
The other substantial line of the leaves extends to
direct applications of the original concepts proposed in
the roots, in particular those of Mintzberg, applying in a
more systematic way the concept of strategy as a pattern
in the flow of decisions. As the documents in the leaves
deepen the contributions identified in the trunks, it is pos-
sible to have the same deficiencies in the leaves as in the
trunks, in terms of the lack of a better explanation of the

Table 5 Documents classified as the leaves of the tree of science considered to make direct contributions to direct and emergent
strategies.

Authors Title Year Contribution

Lawlor, J. & Kavanagh, D.
Bodwell, W. & Chermack, T:
MacLean D. & MacIntosh, R.
Source: Based on the concepts of the authors.
The relationship between
new technologies and
strategic activities
Organizational ambidex-
terity: Integrating
deliberate and emer-
gent strategy with sce-
nario planning
Planning reconsidered:
Paradox, poetry and
people at the edge of
strategy
2009 Conjunction of concept between strategy and new technolo-
gies. It relates by means of a Cartesian plane the deliberate
and emergent strategies with the latent and sensible tech-
nologies, in which four quadrants are formed where four
concepts emerge: (1) Development when it is a deliberate
strategy and a latent technology, (2) Capitalisation when it
is a deliberate strategy and a sensitive technology, (3) Cre-
ation when it is an emergent strategy and a latent technol-
ogy and (4) Cultivation when it is an emergent strategy and
a sensitive technology.
2010 Concepts of deliberate and emergent strategies from the
ambidextrous conception of the organisation, which has as
its tool planning by scenarios.
2015 Conceptualises the strategy from an artistic field, primarily
from poetry, where it is based on the concepts of deliber-
ate and emergent strategy to explain the ecosystem of the
strategy as something complex, that goes beyond the
mechanical vision of the organisation. In turn, it invites one
to think of the strategy in more micro levels, to move from
focussing on something that happens in the organisation to
take more into account the work of groups and the people.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
10
ndez-Betancur et al.
J.E. Herna

Table 6 Documents classified as the leaves of the tree of science but not related to direct and emergent strategies.

Authors Title Year

L. Irvin Ethics in organizations: A chaos perspective 2002
C. M. McDermott & G. C. O’Connor Managing radical innovation: An overview of emergent strategy issues 2002
L. Rønning & L. Kolvereid Income diversification in Norwegian farm households 2006
M. Toma
sek Singles and their relationships: A qualitative look at single and non-cohab- 2006
iting individuals in the Czech Republic
S. Pan, G. Pan & M. H. Hsieh A dual-level analysis of the capability development process: A case study 2006
of TT&T
S. L. Pan, G Pan. A. J. W. Chen & M. H. The dynamics of implementing and managing modularity of organizational 2007
Hsieh routines during capability development: Insights from a process model
J. Brown, E. McKone & J. Ward Deficits of long-term memory in ecstasy users are related to cognitive 2010
complexity of the task
L. S. Clark Parental mediation theory for the digital age 2011
L. Revuelto-Taboada, M. C. Saorín- Hacia una perspectiva integradora de la teoría de grupos estrate
gicos: 2011

ndez-Guerrero
Iborra & R. Ferna validez convergente y fortaleza de la definicio
n de grupo estrate

gico
A. Jarvis The necessity for collegiality: Power, authority and influence in the 2012
middle
M. Shademan Pajouh & J. Blenkinsopp Knowledge transfer into a developing country: HRM practice in an Iranian 2012
hotel chain
J. C. Long, F. C. Cunningham & J. Network structure and the role of key players in a translational cancer 2012
Braithwaite research network: A study protocol
J. grey, N. Leap, A. Sheehy & C. SE Students' perceptions of the follow-through experience in 3 year bachelor 2013
Homero of midwifery programmes in Australia
I. Skafte & M. Silberschmidt Female gratification, sexual power and safer sex: Female sexuality as an 2013
empowering resource amongst women in Rwanda
J. R. Vickery ‘I don't have anything to hide, but . . . ': The challenges and negotiations of 2013
social and mobile media privacy for non-dominant youth
H. Kim K. Kulow & T. Kramer The interactive effect of beliefs in malleable fate and fateful predictions 2014
on choice
H. Ma, X. Lu & X. Xie Business exit as a deliberate strategy for incumbent firms 2014
M. Faulstich Orellana, B. Thorne A. Transnational childhoods: The participation of children in processes of 2014
Chee & W. S. Eva Lam family migration
S. V. Katikireddi, L. Bond & S. Hilton Changing policy framing as a deliberate strategy for public health advo- 2014
cacy: A qualitative policy case study of minimum unit pricing of alcohol
M. L. Langhan, J. C. Kurtz, P. Experiences with capnography in acute care settings: A mixed-methods 2014
Schaeffer, A. G. Asnes & A. Riera analysis of clinical staff
P. A. Vlachos, N. G. Panagopoulos & A. Employee judgments of and behaviors toward corporate social responsi- 2014
A. Rapp bility: A multi-study investigation of direct, cascading, and moderating
effects
D. F. Balmer, S. Marton, S. L. Gillespie, Reentry to paediatric residency after global health experiences 2015
G. E. Schutze & A. Gill
I. O. Ezeuduji Strategic event-based rural tourism development for sub-Saharan Africa 2015
Social entrepreneurship and corporate architecture: Evidence from Italy 2016
A. Bonfanti, E. Battisti & L.
Pasqualino
S. B. Mahmoud-Jouini, C. Midler & P. Contributions of design thinking to project management in an innovation 2016
Silberzahn context
Source: Present study.

evolutionary dynamics or a better clarification of the sys-
tem (See Fig. 3).
Conclusions
From the generation of the tree of science, one can conclude
some aspects about deliberate and emergent strategies.
First, taking into account the results of the ToS, based on
the theory of graphs to develop knowledge interactions, it
was confirmed that the topic is centred on the contributions
of Professor Mintzberg (and his coauthors) since this author
presented 40% of the documents belonging to the roots. In
addition, his contributions were cited in 50% of the leaves,
70% of the trunks, and 60% of the roots, which demonstrates
the centrality of his work in this theme.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies
Table 7 The leaf documents that can be classified as topics of administration.
Authors Title
Fitzgerald, L. Chaos: The lens that
transcends
Mason, B. Heaton, Social partnership
N. & Morgan, J. strategies in two
health service trusts
Burnes, B. Emergent change and
planned change –
competitors or
allies? The case of
XYZ construction
Andersen, T. The performance
effect of computer-
mediated communi-
cation and decen-
tralized strategic
decision making
Covin, J., Green, Strategic process
K. & Slevin, D. effects on the
entrepreneurial ori-
entation–sales
growth rate
relationship
Baraldi, E:, Strategic thinking and
Brennan, R., Har- the IMP approach: A
rison, D., Tuni- comparative
sini, A., & analysis
Zolkiewski, J.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
11
Year Contribution Sub-area Category
2002 Developed the concept of Theory of organisa- 11. Theory of
the theory of chaos, con- tional chaos organisational
firming that chaos is not chaos
opposed to linearity, in
fact, a completely chaotic
reality is not conceivable.
Chaos waits for the emer-
gence of parametric situa-
tions. At the same time,
behind order, there is
chaos, but chaos is filled
with patterns of order that
are patiently waiting for
the opportunity to emerge.
2004 Application of the concept Strategy direction 7. Strategy
of deliberate strategies in the health
(direction and control) and area
emergent strategies
(learning) to the area of
health, evaluating the
strategic behaviour of the
directors and unions of a
pair of health providers.
2004 Contextualisation of the Organisational 1. Organisational
terms emergent and delib- change change
erate with the direction of
change, confirming that,
within an organisation,
there must be joint partic-
ipation between the delib-
erate and the emergent.
2005 Relates the concept of Decentralised 8. Decision-making
emergent strategies with decision-making
decentralised decision-
making in an organisation,
leading to bottom to top
operations
2006 Uses the concept of strategy Organisations 12.
formulation to evaluate a geared towards Entrepreneurship
hypothesis in which the entrepreneurship
sales of an organisation is
related to the entrepre-
neurial strategies and
makes use of deliberate and
emergent strategies, sug-
gesting that organisations
that seek to maintain emer-
gent manoeuvres more than
deliberate ones in the man-
agement of uncertain oper-
ations are characteristic.
2007 Supported strategy from Network strategies 6. Sales and
various approaches, and industrial Marketing
including Mintzberg who projections of
found support for strategic marketing
theories of IPM (industrial
projections of marketing)
and for network strategies
(continued)
 ARTICLE IN PRESS
12
Table 7 (Continued)
Authors Title
Tanner, J., Executives' perspec-
Fournier, C., tives of the changing
Wise, J., Hollet, role of the sales pro-
S., & Poujol, J. fession: Views from
France, the United
States, and Mexico
Bovaird, T. Emergent strategic
management and
planning mecha-
nisms in complex
adaptive systems
Nair, A. & Boulton, Innovation orien-
W. tated operations
strategy typology
and stage based
model
Honorio, L. Strategical and orga-
nizational determi-
nants of the
internationalization
degree of Brazilian
companies
Kipping, M. & Mintzberg’s emergent
Cailluet, L. and deliberate strat-
egies: Tracking
Alcan’s activities in
Europe, 1928–2007

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004

ndez-Betancur et al.
J.E. Herna
Year Contribution Sub-area Category
2008 An evaluation of the strate- Strategy of sales 6. Sales and
gies of sales executives executives Marketing
and identification as an
emergent strategy based
on the improvisation and
execution of unknown
actions, rapid responses to
unforeseeable situations
2008 Study based on the evalua- Creation of public 5. Public policy
tion of strategic manage- policy in adapt-
ment in the public domain, able, complex
as compared to emergent systems
strategies and planning
mechanisms in an adapt-
able, complex system.
Concluded that there is
relevant participation
from emergent strategies
and focus on planning, but
other authors replaced
emergent strategies with
“meta-planning”
2008 Implied that “the interac- Innovation 4. Innovation
tion between the industrial
cycle of life and the tech-
nological rate of change
requires operational direc-
tors to continuously adapt
their operation strategies
to the evolution of the
industrial ecosystems,”
which invites the idea of
emergent strategies.
2009 An evaluation of the factors Formulation pro- 7. Strategy
that influence interna- cess for interna-
tional strategy based on tional strategies
the concept of the deliber-
ate and emergent strate-
gies of Mintzberg, who
concluded that a high
amount of direction con-
trolled the formulation
process for international
strategies, giving a delib-
erate sense to the order
(top to bottom) and
rationale.
2010 Directly used the concept of Canadian metallur- 7. Strategy
deliberate and emergent gic company
strategies to evaluate a
Canadian metallurgic com-
pany, confirming that the
evolution of the organisa-
tion strategy was based on
emergent strategies and
towards more deliberate
strategies, resulting in
internal decisions.
(continued)
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies
Table 7 (Continued)
Authors Title
Lindquist, E. From rhetoric to blue-
print: The Moran
Review as a con-
certed, comprehen-
sive and emergent
strategy for public
service reform
€ger, U. &
Ja Strategy’s negotiabil-
Kreutzer, K. ity, reasonability,
and comprehensibil-
ity: A case study of
how central strate-
gists legitimize and
realize strategies
without formal
authority
Barbosa, R. How middle managers
Canet-Giner, contribute to strat-
M. & egy formation pro-
Peris-Bonet, F. cess: Connection of
strategy processes
and strategy
practices
Baskin, K. How Chinese thought
can lead the trans-
formation in man-
agement practice

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
13
Year Contribution Sub-area Category
2010 An evaluation of the crea- Creation of public 5. Public policy
tion of public policy based policy
on a reform from the Aus-
tralian Public Services
(APS) in order to meet
future challenges; the
author found a relationship
between emergent and
deliberate strategies
2010 Application on the concept Legitimisation of 7. Strategy
of deliberate and emer- non-profit
gent strategies in non- strategies
profits with inverse,
decentralised structures
where the strategies delib-
erately share resources,
but there is not control of
the strategy execution,
which suggests a basis in
emergent strategy
2010 Participation of middle man- Role of middle 9. Agents
agers and their roles in the management in
strategy formulation pro- the formulation
cess as a practice, confirm- of strategies
ing that they play an
important role at the
lower and upper levels,
changing the trajectory of
the organisation based on
their practical
perspectives
2011 Did not directly speak of the Concept of emer- 7. Strategy
concept of strategy formu- gent strategies
lation, but addressed for organisations
ancient Chinese concepts based on ancient
and the association with Chinese culture
the concept of organisa-
tion; the author recognised
the concept of organisa-
tional emergence as over-
coming Newtonian
mechanics by seeing the
organisation as a machine,
providing a complex vision
of the organisation that
can be explained by the
concepts of Dao and Wu-
wei. Providing a new con-
cept of organisation
(emergent, complex, and
interacting), which is not
parametric like the delib-
erate concept.
(continued)
 ARTICLE IN PRESS
14
ndez-Betancur et al.
J.E. Herna

Table 7 (Continued)
Authors Title Year Contribution Sub-area Category
Ritson, G. Johan- Successful programs 2011 Addressed the alignment of Alignment of man- 7. Strategy
sen, E. & wanted: Exploring management programmes agement pro-
Osborne, A. the impact of and plan execution, which grammes and
alignment requires deliberate and plan execution
emergent strategies,
which require the design
and management of organ-
isational programs, such as
complex adaptive systems.
Garnett, A., Deliberate strategy 2011 Compared deliberate and Relationship 7. Strategy
Bevan-Dye, A. & and the tangible link emergent strategies and between organi-
de Klerk, N. to performance: recognised the weakness of sational perfor-
Lessons from South deliberate strategies result- mance and
African higher ing from their inflexibility in deliberate
education changing situations in the strategies
organisational environment,
but recognised the impor-
tance of creating expansion
and seeking an attractive
landscape, and so, evaluat-
ing deliberate planes within
strategic management and
the results that help an
organisation in terms of per-
formance. Carried out
within the context of South
African universities.
James, M. Autoethnography: The 2012 Directly used the concept of Formulation of 7. Strategy
story of applying a deliberate and emergent positioning strat-
conceptual frame- strategies in an autoethno- egies in an envi-
work for intentional graphic evaluation of strat- ronment centre
positioning to public egy formulation for
relations practice positioning in the environ-
ment centre of an Austra-
lian university, confirming
that the positioning strat-
egy lies within the deliber-
ate and emergent
continuum and encouraged
further studies on concepts
including “deliberately
emergent.”
Stefanovic, I. & On conceptual differ- 2012 Conceptual relationship of Relationship 7. Strategy
Milosevic, D., entiation and inte- strategy with business mod- between strategy
gration of strategy els, the concept of strategy and business
and business model based on the definitions of models
Mintzberg, concluding that
strategy represents the sum
of all business models and
that the business models
use functional strategies.
van der Change agent sense- 2012 Did not mention the concept Agent of change in 1. Organisational
Heijden, A., making for sustain- of emergent strategy, but corporate change
Cramer, J. & ability in a spoke of ad hoc as an inte- sustainability
Driessen, P. multinational grated element of organisa-
subsidiary tional operations that are
not recognised during
planning.

(continued)

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies
Table 7 (Continued)
Authors Title
Reitzig, M. & Biases in the selection
Sorenson, O. stage of bottom-up
strategy formulation
Brauer, M. & Antecedents and tem-
Heitmann, M. poral dynamics of
strategic divergence
in multinational cor-
porations: Evidence
from Europe
Tucker, B. & Out of control? Strat-
Parker, L. egy in the NFP sec-
tor: The
implications for
management
control
Ghezzi, A. Revisiting business
strategy under
discontinuity
Kim, Y:, Sting, F. & Top-down, bottom-
Loch, C. up, or both? Toward
an integrative per-
spective on opera-
tions strategy
formation
Kauppila, O. So, what am I sup-
posed to do? A mul-
tilevel examination
of role clarity

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
15
Year Contribution Sub-area Category
2013 Tangentially included the Bias in the evalua- 4. Innovation
concept of emergent strat- tion of innovating
egies (without mentioning ideas
them) with the concept of
learning and experience
within an organisation,
which gives rise to the
operation, as a basic ele-
ment, on behalf of the
employees and that are
evaluated by middle man-
agement, in order to
appreciate the bias of
innovating ideas that give
rise to sub-units in an
organisation
2013 Did not directly mention the Concept of strate- 1. Organisational
concept of deliberate and gic divergence change
emergent strategies, but
spoke of the concept of
strategic divergence in
multinational organisa-
tions, inviting the idea that
divergence occurs when
the plan is not executed
faithfully, leading to an
emergent strategy, which
gives rise to local manage-
ment in multinational
companies.
2013 Study on the relationship Management con- 3. Control
between management trol systems management
control systems and strat-
egy, fundamentally
explored in non-profits
2013 Mentioned four tools that Business strategy 1. Organisational
are part of the emergent during change change
model in organisational
strategy, useful in times of
change.
2014 Applied the concept of Operational 10. Operational
deliberate and emergent strategies strategies
strategies in the formation
of operational strategies,
both bottom to top and top
to bottom
2014 Used the concept of deliber- Roles and function 9. Agents
ate and emergent strate- of the employees
gies to understand how the
roles of employees within
an organisation function,
understanding that the
functions of employees are
determined by the man-
ager, who does completely
understand their roles,
(continued)
 ARTICLE IN PRESS
16
Table 7 (Continued)
Authors Title

aume, L. &
Rhe Strategy-making for
Gardoni, M. innovation manage-
ment and the devel-
opment of corporate
universities
Neugebauer, F., Planned or emergent
Figge, F. & Hahn, strategy making?
T. Exploring the forma-
tion of corporate
sustainability
strategies

n, N.
Egels-Zande Not made in China:
Integration of social
sustainability into
strategy at Nudie
Jeans Co
Abfalter, D. & Strategizing cultural
Piber, M. clusters: Long-range
socio-political plans
or emergent strat-
egy development?
Sims, J. Powell, P. A Resource-based
& Vidgen, R. view of the build/
buy decision: Emer-
gent and rational
stepwise models of
strategic planning

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004

ndez-Betancur et al.
J.E. Herna
Year Contribution Sub-area Category
specific to a deliberate
strategy. Contrary to the
emergent strategy, where
the employees participate
in the choice of behaviour
patterns and define their
functions
2015 Used the concepts of delib- Innovation 4. Innovation
erate and emergent strat-
egies to understand the
administrative and deci-
sion-making operations in
relation to innovation
2015 Understood the strategy of Strategy of 2. Strategy of
sustainability of organisa- sustainability sustainability
tions from a perspective
that it is not only planned,
but also emergent, the
strategy is a continuum
between deliberate and
emergent strategies and
that actual strategies
behave in a mixed manner.
2016 Applied the concept of Strategy of envi- 2. Strategy of
emergent strategies to ronmental sustainability
strategies of environmen- sustainability
tal sustainability in compa-
nies, starting with the
emergent definition of
Mintzberg
2016 Applied the emergent strat- Social policy in 5. Public policy
egy concept to the world's terms of culture
largest museum complex in
Vienna, called Museums-
Quartier, indicating that it
was an emergent strategy.
The policy finally allowed
for the creation of
MuseumsQuartier, dealing
with resistance and con-
flicting individual inter-
ests, the newly established
vitality, in terms of various
organisations, gastronomy
and visitor frequency, was
not the result of a long-
term strategic plan, rather
it emerged, reflecting the
approach of strategy as a
practice.
2016 Associated the concept of Technology imple- 4. Innovation
deliberate and emergent mentation in an
strategies with the under- organisation
standing of the operations
of technological imple-
mentation in an organisa-
tion from the perspective
(continued)
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies 17

Table 7 (Continued)
Authors Title
Naranjo-Gil, D. Role of management
control systems in
crafting realized
strategies
Source: Based on the concepts of the authors.
Year Contribution Sub-area Category
of a deliberate strategy,
such as step by step and ex
ante evaluations, and an
emergent strategy, as part
of learning from a
situation.
2016 Simultaneously analysed the Organisational 3. Control
role of four control sys- control systems management
tems (belief, border, diag-
nosis, and interactive) for
new strategic initiatives.
This article also examined
how these four control sys-
tems make it easier for
organisations to carry out
their planned strategies,
and related the formation
process of strategies to the
control systems of the
organisations

In the trunk, which was particularly developed after the
year 2002, the concept of deliberate and emergent strate-
gies began to be extended to other organisational aspects,
such as the management of change in the supply chain, mea-
surement of organisational performance, role of middle
managers, and decision-making, amongst others.
Finally, the leaves led to the understanding of how the
concept of deliberate and emergent strategies is currently
disseminated; you can find contributions in different areas
of organisational study focussed on this concept. Some of
them continue from the contributions of the trunk, such as
organisational change, control management, decision-mak-
ing, agents involved in the strategy and the strategy itself,
but there are new topics amongst the leaves, such as sus-
tainability strategies, innovation, public policy generation,
chaos theory and entrepreneurship.
A substantial line can be determined through the review
of each of the components of the tree, and the evolution of
the concept of deliberate and emergent strategies can be
evidenced. Starting at the roots, by an initial bifurcation of
the concept of strategy, it can be seen not only as a purely
deliberate problem, but also in terms of non-deliberate

Fig 2 Classification of the tree of science branches for deliberate and emergent strategies. Source: Present study.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
18
Fig 3 Evolution of the substantial line of deliberate and emergent strategies.Source: Present study.
(emergent) situations. In the trunk, we see the primary com-
pression of some connections between the deliberate and
emergent strategies, which allows us to move to a process
perspective, developed from methodological contributions
and context influences. Finally, in the leaves, the concept
enters a deepening stage, by means of the same substantial
lines found in the trunk. A preliminary connotation of “sys-
tem” can be given to the formation of strategy, but the fun-
damental weakness or limitation found is in the evolutionary
explanation within the system, as there is not enough clarity
in the operation of the system to throw light on the relation-
ship between the decisions of the agents and the formation
of the strategy.
It is recommended that future research continue to
review the leaves for the concept of deliberate and emer-
gent strategies and its compression as a system, which would
provide a solid framework for analysing strategy formation
within organisations. It is also interesting to extend this type
of research to the general concept of strategy and to show
the influence of the process of strategy formation on the
field in general. Likewise, research based on other method-
ologies (for example, those that can be seen in Sims, 2018,
and Snehvrat, Kumar, Kumar & Dutta, 2018) would contrast
the results obtained in this document.
Appendix
1. Instructions to register or subscribe to ToS
The website to access ToS is: http://tos.manizales.unal.
edu.co/
Users who wish to create an account within ToS must have
a referral from a colleague, which allows them to complete
the registration process on the website.
Registration process:

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004

ndez-Betancur et al.
J.E. Herna
a. Enter the web page: http://tos.manizales.unal.edu.co/
b. Click on the "Sign Up" button
c. Fill in the requested data (the email used within this reg-
ister must be the one referred by the colleague)
d. Click on the "Register" button
e. Return to the registered email to validate the registration
process by clicking on the link that is sent in an email.
Note: For readers who wish to be referred to enter ToS
please send an email to the authors, they will be invited.
Log in process:
a. Enter the web page: http://tos.manizales.unal.edu.co/
b. Click on the "Log in" button
c. Enter the email and password data
d. Click on the "Log in" button
After entering, you can find detailed instructions on how
to generate the tree of science. In addition, you can look for
more details on the use of ToS in the YouTube channel:
https://www.youtube.com/channel/UCV4E8Frjgw5c7Sb3sJ
7tBJg
2. The relevant policies associated with the use of
the ToS that the users must be aware of are
- The registration for the use of ToS works from referrals.
- The creation of science trees by means of ToS is limited
to the WoS database.
- The results obtained in the WoS should be from 100 to 500
documents for the tree of science to be constructed.
- The information of the documents that are the result of
the search in WoS must be uploaded in ToS in ".txt" format.
- ToS selects 80 documents that best explain the tree of
science, taking into account the volume of citation and
the indicators of entry, exit and intermediation, estab-
lishing that the root documents are those with a high
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies 19

degree of entry and zero exit, the trunk documents are 3. References to studies published using ToS in
those that have a high degree of intermediation, and the management and other disciplines
items with zero entry and high exit are the leaves
(Robledo-Giraldo et al., 2014).

Authors Title Year Subject

Diaz, D. & Toro, D Perspectivas para la educacio
n y la gestio

n del paisaje 2018 Culture
Reina-Usuga, L., De-Haro Canales cortos de comercializacio
n territoriales: conceptualizacio

n, 2018 Territorial

pez, C.
T. & Parra-Lo
n y aplicacio
caracterizacio
n para el caso de Co
rdoba, Espan~a marketing
Botero, C., Cervantes, O. State-of-the-art beach environmental quality from the Tree of Science 2018 Beach
& Finkl, C. platform
Botero, C., Cervantes, O. State-of-the-art beach governance from the Tree of Science platform 2018 Beach
& Finkl, C.
Cervantes O., Botero, C. State-of-the-art users’ perception on beaches from the Tree of Science 2018 Beach
& Finkl, C. platform
Cervantes O., Botero, C. State-of-the-art beach ecosystem management from the Tree of Sci- 2018 Beach
& Finkl, C. ence platform
Cervantes O., Botero, C. State-of-the-art beach geomorphology from the Tree of Science 2018 Beach
& Finkl, C. platform
Cervantes O., Botero, C. State-of-the-art users’ risk assessment on beaches from the Tree of 2018 Beach
& Finkl, C. Science platform
Botero, C., Cervantes, State-of-the-art innovative beach management tools from the Tree of 2018 Beach
O. & Finkl, C. Science platform
Henao R., Sarache W. & Lean manufacturing and sustainable performance: trends and future 2018 Lean
Go
mez I. challenges Manufacturing
Cardona, M. & Lo
pez Y. Modelos te
cnico-econo
micos de electrificacio
n rural con energías ren- 2018 Renewable energy

n sistema
ovables: Revisio
tica de literatura
Díaz, D. El patrimonio cultural: una apuesta para el turismo sostenible desde el 2018 Culture
marketing
Correa-Meneses, J., Liderazgo e
tico en las organizaciones: una revisio
n de la literatura 2018 Ethics of
Rodríguez-Co
rdoba, M. organisations
& Pantoja-Ospina, M.
Toro, J. & Rodríguez, M.
n en e
Formacio
tica en las organizaciones: Revisio

n de la literatura 2017 Ethics of
organisations
Trujillo, D. Mobile commerce: una revisio
n bibliogra

fica 2017 Mobile commerce
Cardona, M.
blico-privadas y emprendimientos innovadores para el
Alianzas pu 2017 Public-private

mico en Colombia
desarrollo econo partnerships and
ventures
Guevara A., Criollo A., A systematic review of genetic coevolution of homo sapiens and heli- 2016 Cancer
Suarez J., Boho
rquez M. cobacter pylori: Implications for development of gastric cancer
& Echeverry, M.
Ovalle-Castiblanco, A. & ¿Que
ha pasado con la aplicacio

n del estudio de tiempos y movimientos 2016 Studies of times
Ca
rdenas, D. en las u
cadas?

ltimas dos de and movements
Benavides-Cerquera, J., Frecuencia de las mutaciones en los genes BRCA en mujeres con 2016 Cancer
Boho
rquez-Lozano, M., agregacio
n familiar de ca

ncer de gla

ndula mamaria/ovario
Prada-Quiroga, C., Car-
vajal-Carmona, L. &
Echeverry, M.
Rodríguez, L. & Orrego, Aplicaciones de mezclas de biopolímeros y polímeros sinte
ticos: revi- 2016 Synthetic polymers
C.
n bibliogra
sio
fica and biopolymers
Valencia V., Herrera S. & Algoritmos aplicados en la programacio
n de las cadenas de suministros 2016 Supply chain
Go
mez O.
n de literatura
para minimizar costos. Revisio
Robledo-Giraldo, S., Networking en pequen ~a empresa: una revisio
n bibliogra

fica utilizando 2014 Networking
Osorio, G. & Lo
pez, C. la teoria de grafos
Source: Present study.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
 ARTICLE IN PRESS
20
References
Abfalter, D., & Piber, M. (2016). Strategizing cultural clusters: Long-
Range socio-political plans or emergent strategy development?
Journal of Arts Management Law and Society 46 (4), 177–186.
Andersen, T. (2005). The performance effect of computer-mediated
communication and decentralized strategic decision making.
Journal of Business Research 58 (8), 1059–1067.
Baraldi, E., Brennan, R., Harrison, D., Tunisini, A., &
Zolkiewski, J. (2007). Strategic thinking and the IMP approach: A
comparative analysis. Industrial Marketing Management 36 (7
SPEC. ISS.), 879–894.
Barbosa, R., Canet-Giner, M., & Peris-Bonet, F. (2010). How middle
managers contribute to strategy formation process: Connection
of strategy processes and strategy practices. Revista de Adminis-
~o de Empresas 50 (4), 358–370.
traç a
Barney, J. (1991). Firm resources and sustained competitive advan-
tage. Advances in Strategic Management 17 (1), 203–227.
Baskin, K. (2011). How Chinese thought can lead the transformation
in management practice. Chinese Management Studies 5 (4),
354–367.
Benavides-Cerquera, J., Boho
rquez-Lozano, M., Prada-Quiroga, C.,
Carvajal-Carmona, L., & Echeverry, M. (2016). Frecuencia de las
mutaciones en los genes BRCA en mujeres con agregacio
n famil-
iar de ca
ncer de gla
ndula mamaria/ovario. Poblacio
n Y Salud En
Mesoame
rica 14 (1), 1–25.
Bodwell, W., & Chermack, T. (2010). Organizational ambidexterity:
Integrating deliberate and emergent strategy with scenario plan-
ning. Technological Forecasting and Social Change 77 (2), 193–202.
Bovaird, T. (2008). Emergent strategic management and planning
mechanisms in complex adaptive system. Public Management
Review 10 (3), 319–340.
Boyett, I., & Currie, G. (2004). Middle managers moulding interna-
tional strategy: An Irish start-up in Jamaican telecoms. Long
Range Planning 37 (1), 51–66.
Brauer, M., & Heitmann, M. (2013). Antecedents and temporal
dynamics of strategic divergence in multinational corporations:
Evidence from Europe. Journal of World Business 48 (1), 110–121.
Burgelman, R. (1983). A process model of internal corporate ventur-
ing in the diversified major firm. Administrative Science Quar-
terly 28 (2), 223–244.
Burnes, B. (2004). Emergent change and planned change – competi-
tors or allies? The case of XYZ construction. International Jour-
nal of Operations & Production Management 24 (9), 886–902.
Covin, J., Green, K., & Slevin, D. (2006). Strategic process effects
on the entrepreneurial orientation – sales growth rate relation-
ship. Entrepreneurship theory and practice 30 (1), 57–81.
Egels-Zande
n, N. (2016). Not made in China: Integration of social
sustainability into strategy at Nudie Jeans Co. Scandinavian
Journal of Management 32 (1), 45–51.
Egels-Zande
n, N., & Rose
n, M. (2015). Sustainable strategy forma-
tion at a Swedish industrial company: Bridging the strategy-as-
practice and sustainability gap. Journal of Cleaner Production
96, 1–9.
Eisenhardt, K. (1989). Building Theories from Case. Management 14
(4), 532–550.
Fitzgerald, L. (2002). Chaos: The lens that transcends. Journal of
Organizational Change Management 15 (4), 339–358.
Garnett, A., Bevan-Dye, A., & de Klerk, N. (2011). Deliberate strat-
egy and the tangible link to performance: Lessons from South
African higher education. African Journal of Business Manage-
ment 5 (33), 12890–12897.
Ghezzi, A. (2013). Revisiting business strategy under discontinuity.
Management Decision 51 (7), 1326–1358.
Hono
rio, L. (2009). Strategical and organizational determinants of
the internationalization degree of brazilian companies, 49. RAE:
Revista de Administraç a ~o de Empresas, Sa
~o Paulo, pp. 162–175.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004

ndez-Betancur et al.
J.E. Herna
€ger, U., & Kreutzer, K. (2011). Strategy’s negotiability, reasonabil-
Ja
ity, and comprehensibility: A case study of how central strate-
gists legitimize and realize strategies without fomal authority.
Nonprofit and Voluntary Sector Quarterly 40 (6), 1020–1047.
James, M. (2012). Autoethnography: The story of applying a concep-
tual framework for intentional positioning to public relations
practice. Public Relations Review 38 (4), 555–564.
Jett, Q., & George, J. (2005). Emergent strategies and their conse-
quences: A process study of competition and complex decision
making. Advances in Strategic Management 22, 387–411.
Kauppila, O. (2014). So, What am i supposed to do? A multilevel
examination of role clarity. Journal of Management Studies 51
(5), 737–763.
Kim, Y., Sting, F., & Loch, C. (2014). Top-down, bottom-up, or both?
Toward an integrative perspective on operations strategy forma-
tion. Journal of Operations Management 32 (7–8), 462–474.
Kipping, M., & Cailluet, L. (2010). Mintzberg’s Emergent and Delib-
erate Strategies: Tracking Alcan’s Activities in Europe, 1928–
2007. Business History Review 84 (1), 79–104.
Lawlor, J., & Kavanagh, D. (2009). The relationship between new
technologies and strategic activities. Technology Analysis and
Strategic Management 21 (5), 587–598.
Lindquist, E. (2010). From rhetoric to blueprint: The moran review
as a concerted, comprehensive and emergent strategy for public
service reform. Australian Journal of Public Administration 69
(2), 115–151.
Lowe, A., & Jones, A. (2004). Emergent strategy and the measure-
ment of performance: The formulation of performance indica-
tors at the microlevel. Organization Studies 25 (8), 1313–1337.
Macbeth, D. (2002). Emergent strategy in managing cooperative
supply chain change. International Journal of Operations & Pro-
duction Management 22 (7–8), 728–740.
MacLean, D., & MacIntosh, R. (2015). Planning reconsidered: Para-
dox, poetry and people at the edge of strategy. European Man-
agement Journal 33 (2), 72–78.
Maritz, R., Pretorius, M., & Plant, K. (2011). Exploring the interface
between strategy-making and responsible leadership. Responsi-
ble Leadership 98, 101–113.
Mason, B., Heaton, N., & Morgan, J. (2004). Social partnership strate-
gies in two health service trusts. Personnel Review 33 (6), 648–664.
Mintzberg, H. (1972). Research on strategy-making. Proceedings
after the 32nd Annual Meeting of the Academy of Management
90–95 Minneapolis.
Mintzberg, H. (1978). Patterns in Strategy Formation. Management
Science 24 (9), 934–948.
Mintzberg, H. (1985). The Organization As Political Arena. Journal
of Management Studies 22 (2), 133–154.
Mintzberg, H. (1987). The Strategy Concept I: Five Ps for Strategy.
California Management Review 11–24.
Mintzberg, H. (1994). The fall and rise of strategic planning. Har-
vard Business Review 27 (3), 107 –107.
Mintzberg, H., Bruce, A., & Lampel, J. (2003). In: Granica (Ed.),
Buenos Aires.
Mintzberg, H., & Jorgensen, J. (1987). Emergent strategy for public
policy, 30. Canadian Public Administration, pp. 214–229.
Mintzberg, H., & McHugh, A. (1985). Strategy Formation in an
Adhocracy. Administrative Science Quarterly 30 (2), 160–197.
Mintzberg, H., & Waters, J. (1985). Of Strategies, Debilberate and
Emergent. Strategic Management Journal 6 (3), 257–272.
Mintzberg, H., & Westley, F. (2001). Decision making: It ’s not what
you think. MIT Sloan Management Review 42 (3), 89–94.
Mirabeau, L., & Maguire, S. (2014). Fron autonomous strategic
behavior to emergent strategy. Strategic Management Journal
35 (8), 1202–1229.
Montoya, I. (2010). Una contribucio
n a la comprensio

n de las estra-
tegias deliberadas y emergentes de las organizaciones, desde
una perspectiva evolutiva. Universidad Nacional de Colombia.
 ARTICLE IN PRESS
ToS of deliberate and emergent strategies
Montoya, I., & Montoya, L. (2013). La Formacio
n de Estrategias
Deliberadas y Emergentes: Una propuesta a partit de defini-
ciones Ba
sicas de una Metología de Sistemas Suaves. Revista Fac-
ultad de Ciencias Econo
micas: Investigacio
n Y Reflexio
n 21
(0121–6805), 67–96.
Morrison, J., & Salipante, P. (2007). Governance for broadened
accountability: Blending deliberate and emergent Strategizing.
Nonprofit and Voluntary Sector Quarterly 36 (2), 195–217.
Nair, A., & Boulton, W. (2008). Innovation-oriented operations strat-
egy typology and stage-based model. International Journal of
Operations & Production Management 28 (8), 748–771.
Naranjo-Gil, D. (2016). Role of management control systems in
crafting realized strategies. Journal of Business Economics and
Management 17 (6), 865–881.
Neugebauer, F., Figge, F., & Hahn, T. (2015). Planned or emergent
strategy making? Exploring the formation of corporate sustain-
ability strategies. Business Strategy and the Environment 25 (5),
323–336.
Noda, T., & Bower, J. (1996). Strategy making as iterated processes
of resource allocation. Strategic Management Journal 17 (7),
159–192.
Ovalle-Castiblanco, A., & Ca
rdenas, D. (2016). ¿Que
ha pasado con

n del estudio de tiempos y movimientos en las u
la aplicacio
ltimas
dos de
cadas?: Revisio

n de la literatura. Revista Ingeniería, Inves-

n Y Desarrollo 16 (2), 12–31.
tigacio
Porter, M. (1980). Competitive strategy: Techniques for analyzing
industries and competitors. Free Press, New York.
Quinn, J. (1978). Strategic change: “Logical Incrementalism. Sloan
Management Review 20 (1), 7–21.
Reitzig, M., & Sorenson, O. (2013). Biases in the selection stage of
bottom-up strategy formulation. Strategic Management Journal
34, 782–799.
Rhe
aume, L., & Gardoni, M. (2016). Strategy-making for innovation
management and the development of corporate universities.
International Journal on Interactive Design and Manufacturing
(IJIDeM) 10 (1), 73–84.
Ritson, G., Johansen, E., & Osborne, A. (2012). Successful programs
wanted: Exploring the impact of alignment. Project Manage-
ment Journal 43 (1), 21–36.
Rivera, H., & Malaver, M. (2011). ¿Que
estudia la estrategia? Docu-
mentos de Investigacio
n 99, 1–22.

ndez-Betancur et al., The tree of science of deliberate and emergent strategies, IIMB Management Review (2021),
Please cite this article in press as: J.E. Herna
https://doi.org/10.1016/j.iimb.2020.12.004
View publication stats
21
Robledo-Giraldo, S., Duque-Me
ndez, N., & Zuluaga-Giraldo, J. (2013).
Diffusion of products through social networks: A literature review
usring graph theory. Respuestas 18 (2), 28–42.
Robledo-Giraldo, S., Osorio, G., & Lo
pez, C. (2014). Networking en
pequen ~a empresa: Una revisio
n bibliogra

fica utilizando la teoria
de grafos. Revista Vínculos 11 (2), 6–16.
Robledo-Giraldo, S., Zuluaga, M., Arbela
ez, O., Reyes, M., Salazar,
M., Valencia, D. et al. (2015). Tree of science (ToS). Retrieved
from http://tos.manizales.unal.edu.co/home
Rodríguez, L., & Orrego, C. (2016). Aplicaciones de mezclas de bio-
polímeros y polímeros sinte
ticos: Revisio

n bibliogra
fica. Revista
Cientifica 25 (2), 252–264 https://revistas.udistrital.edu.co/
index.php/revcie/article/view/10424.
Sims, D. (2018). An evolutionary approach to bibliographic classifi-
cation. University of Tnnessee.
Sims, J., Powell, P., & Vidgen, R. (2016). A resource-based view of
the build/buy decision: Emergent and rational stepwise models
of strategic planning. Strategic Change 25, 7–26.
Snehvrat, S., Kumar, A., Kumar, R., & Dutta, S. (2018). The state of
ambidexterity research : A data mining approach. International
Journal of Organizational Analysis 26 (2), 343–367.
Stefanovic, I., & Milosevic, D. (2012). On conceptual differentiation
and integration of strategy and business model. Zb.rad.Ekon.
fak.Rij 30 (1), 141–161.
Tanner, J., Fournier, C., Wise, J., Hollet, S., & Poujol, J. (2008).
Executives’ perspectives of the changing role of the sales profes-
sion: Views from France, the United States, and Mexico. Journal
of Business & Industrial Marketing 23 (3), 193–202.
Toro, J., & Rodríguez, M. (2017). Formacio
n en e

tica en las organiza-
ciones: Revisio
n de la literatura. Informacio
n Tecnolo
gica 28 (2),
167–180.
Trujillo, D. (2017). Mobile commerce: Una revisio
n bibliogra
fica.
NOVUM (7), 59–77.
Tucker, B., & Parker, L. (2013). Out of control? Strategy in the NFP
sector: The implications for management control. Accounting,
Auditing & Accountability Journal 26 (2), 234–266.
van der Heijden, A., Cramer, J., & Driessen, P. (2012). Change agent
sensemaking for sustainability in a multinational subsidiary. Jour-
nal of Organizational Change Management 25 (4), 535–559.

lez, R., & Garzo
Ve
n, M. (2005). La administracio
n es algo ma
s que
gerencia. Universidad & Empresa 1 (8), 7–30.