The importance of strategy has led scholars, consultants and managers to explore the term more intensively. From some of the important words used in the definitions of strategy, differences in various approaches to strategy formulation can be analysed and specific approaches can be identified. Keeping this in view, 273 strategy definitions were analysed using major nouns appearing in these definitions. The study obtained six distinct approaches to strategy formulation namely: the planning approach – related to long-term planning and execution to achieve organisation goals; fit approach – concerned with matching internal strengths and weakness with that of external opportunities and threats; emergent approach – involving adapting to change when needed; positioning approach – involving placing company in such a position so that it gains maximum advantage vis-à-vis its competitors; resource-based approach – identifying and utilizing key resources efficiently and finally, stakeholders' approach – protecting the interest of stakeholders. Using Content analysis, this study shows that each of the approaches emerged and dominated at different periods. This study also shows that during the last four decades, the positioning approach has been the most dominant approach followed by the resource-based approach.

There is a growing call to understand the influence of corporate social responsibility (CSR) on organizational outcomes, especially in developing economies. Given the strong link between organizational citizenship behavior (OCB) and organizational performance and survival, on one hand, and the constant need in the literature to understand their antecedents, on the other hand, this study adopts the social cognitive theory to examine the relationship between employees’ perceptions of their organizations’ engagement in CSR and their individual engagement in OCB in Nigeria. Based on the relevance of organizational learning culture to both CSR and OCB, the study further examines the mediating role of organizational learning culture in the relationship between employees’ perceptions of their organization's CSR engagement and their individual engagement in OCB. We tested these relationships in a sample of 254 employees drawn from banking, oil and gas, manufacturing and service industries. The results showed that there is a significant positive relationship between employees’ perceptions of their organizations’ engagement in CSR and their exhibition of OCB. This relationship is mediated by organizational learning culture. The implications of the results for CSR, especially in non-enabling institutional contexts, were discussed.

We examine the link between firm resources and firm innovation intensity, especially the drivers of innovation and organizational slack. We extend the organizational slack and innovation literature by examining its interplay with CEO power and industry level constraints on that power. We examine the influence of human resource slack, CEO power, and industry concentration on R&D intensity. Our study examines all publicly traded US firms over a 10-year period, giving us over 13,400 firm years to look at. Our results indicate that organizations with excess human capacity do on average show higher investments in R&D. However, we also find that in concentrated industries, where CEOs are less constrained by competitive pressure, powerful CEOs do interfere in this strategic choice and weaken the slack–innovation relationship. Even though CEO's in these situations may have sufficient slack resources, they appear inclined to reallocate such resources to purposes other than innovation.