A strategy-making process typology of ideal types is proposed describing salient dimensions from previous research. Two main dimensions are described as deliberate-emergent and individualistic-collective approaches. These dimensions address research questions of “how” strategies are formulated or implemented and “who” is involved in the process. It is proposed that, in general, firms adapt these dimensions in the strategy-making process to the level of dynamism and complexity in the environment. Further discussion provides insight into appropriate choices of strategy-making process models for firms in the food-service industry and expresses the need for researchers and managers to consider the degree and type of dynamism and complexity, firm size, level of analysis, level of strategy or tactic, culture, and institutional factors. It is suggested that service firms have a potential need to utilize multiple models simultaneously to affect conflicting objectives of control and adaptability.
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