Substitutes for Strategy? Misunderstanding around the Concept of Strategy and Their Consequences for Management
DOI:
https://doi.org/10.33119/SIP.2026.207.9Keywords:
strategic planning, strategy, substitutesAbstract
The aim of this article is to refute the thesis on the existence of substitutes for strategy, pointing out that it stems from misunderstandings about the idea and role of strategy. We deconstruct the thesis, pointing out that the dispute over the definition and ontology of strategy also has consequences for management practice. Strategy, understood as a unique contextual set of conscious choices and actions, is a unique mechanism for creating a sustainable competitive advantage. Identifying strategy with operational tools, management practices, organisational routines or business model innovation stems from conceptual errors, incorrect differentiation of management levels and reductionism. Contemporary approaches to management based on flexibility, iteration and learning do not eliminate the need for a clear and conscious strategy but rather complement it by integrating the aforementioned constructs. The search for substitutes for strategy is an attempt to circumvent the complexity and depth of strategic processes. Strategy remains an irreplaceable foundation of effective management that cannot be reduced to a set of even most sophisticated substitutes.
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