Conclusions and Discussions

Kimio Kase (), Flavio Escóbar () and Armando Gumucio ()
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Kimio Kase: International University of Japan
Flavio Escóbar: la Universidad Católica Boliviana
Armando Gumucio: COMVERSA

Chapter Chapter 9 in Samuel Doria Medina's Management Trajectory: A Clue to the Mintzberg-Ansoff-Goold Polemic, 2026, pp 253-260 from Springer

Abstract: Abstract 1. Emergence Precedes Design Strategy typically begins as adaptive and inductive; only with time, experience, and accumulated insight does it evolve into a more deductive, planned form. 2. Different Levels of Strategy and Different Modes of Strategy-Making SDM’s firms illustrate a layered strategy model: deductive planning at the corporate core and inductive adaptation in business units—a pragmatic blend rather than a doctrinal choice. 3. Personality Matters, but Not Alone Conscientiousness and openness are important leadership traits, but they must be translated into effective managerial action to have a meaningful impact on performance. SDM’s decision-making, from industrial arbitration to strategic market positioning, demonstrates how fresh, inductive thinking often outperforms established managerial routines. 4. No One-Size-Fits-All Model Future research should consider different ways strategic evolution happens, influenced by leadership, the industry, initial conditions, and the balance between inductive and deductive learning.

Date: 2026
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DOI: 10.1007/978-981-95-3094-6_9

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