Collaborative Corporate Strategy Research Programmes (C.C.S.R.P.) a Conceptual Integrative Strategic Framework for a Practical Research Agenda

Nadeem Khan, Nada Korac-Kakabadse

Henley Business School, University of Reading, Reading, UK.
Northampton Business School, University of Northampton, Northampton, UK.

DOI: 10.4236/ojbm.2013.13011                

Abstract

Researchers have been studying the strategies and the strategic behaviours of corporate firms for more than sixty years. Within the generated literature, contrasting philosophical positions and alternative assumptions underpin contested differences in strategic definition. Although this has created a rich tapestry of theoretical frameworks and schools of thought, the variety has further contributed to making practical research narrowly focused, complex and increasingly fragmented. In this paper we review the scholarly literature to establish an integrative definition of strategy and conceptualise our holistic novel corporate strategy research framework. We call this the Collaborative Corporate Strategy Research Programme (C.C.S.R.P.) which serves as a useful organising framework for corporate strategy research within the institution. This may further enable better structured and more meaningful longer term collaborative research between different institutions. Where corporation has outgrown government and operates across diverse markets, the research agenda has to innovatively adapt to better inform its stakeholders.

Keywords

Corporate Strategy Research Programme; Strategy; Collaborative Research; Holistic Framework

Conflicts of Interest

The authors declare no conflicts of interest.

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