Document Type : Original Article
Authors
1
Assistant Professor, Strategy and Business Policy Department, College of Management, University of Tehran, Tehran, Iran
2
Associate Professor, Information Technology Management Department, College of Management, University of Tehran, Tehran, Iran
3
Professor, Strategy and Business Policy Department, College of Management, University of Tehran, Tehran, Iran
4
Ph.D. Candidate in strategic management, Strategy and Business Policy Department, College of Management, University of Tehran, Tehran, Iran
Abstract
The concept of strategizing, as a contemporary and applied notion in strategic management, is characterized by conceptual ambiguity and limited exploration in terms of its definition and dimensions. This study aims to clarify the concept of strategizing and reduce existing ambiguities in the literature by employing Suddaby’s conceptual analysis framework. To this end, research articles published between 1990 and July 21, 2025, were retrieved and analyzed from the Scopus database using the keywords “strategizing” and “strategy-as-practice”. The findings include: a clear definition of strategizing, specification of its analytical levels, temporal scope, and value foundations, comparison with related concepts, and the provision of a coherent framework for the concept. The proposed conceptual framework facilitates the effective application of the strategizing concept at the business, corporate, and ecosystem levels. This research contributes to the conceptual development of strategizing and serves as a foundation for future studies, particularly those exploring the required capabilities for strategizing and the mechanisms for its implementation across different organizational and managerial levels.
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