The Constrained and the Unconstrained Strategist: A View of the Firm

With many views of the firm (e.g., resource-based, knowledge based, strategy-based, and entrepreneurial), there been little discussion, if not at all, regarding the strategists and their view of the firm. Strategic leaders’ view of the firm ultimately directs strategies and business models with either flexibility or rigidity. This research extensively described constrained and unconstrained strategists and their view of the firm under the auspices of market uncertainty. These two contrasting views of the strategist, regardless of their perceived merits or demerits, can have advantageous or devastating effects on strategy and market positioning in the long and short run. Effective strategic leadership requires a commitment from the organizational ranks (e.g., upper echelon) to resources, human and social capital, and psychological risks. The goal was to build a theory for academics and provide insight for the practicing strategist.