This article examines ‘strategy’ as a key aspect of industrial restructuring. The notion of strategy has been largely underdeveloped in much of the geographical literature on restructuring. This article discusses a range of dimensions that are useful in grasping the nature of strategy rationality, consciousness, level of analysis, power, contingency, individual versus collective action and interaction with structure. It is argued that a joint concept which includes ‘deliberate’ and ‘emergent’ strategy helps in grasping the complexities of restructuring initiatives and effective implementation of restructuring policies. Labour management relations and corporate strategy are used as vehicles for discussing these fundamental concepts. The article contributes to establishing a more concrete, detailed articulation of concepts of strategy in industrial geography.
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