Scientific Paradigm of Strategizing: Axiological and Methodological Foundations

A. A. Kozyrev ()

Administrative Consulting, 2026, issue 5

Abstract: This article examines the relationship between the value-based justification of strategic choice and the organizational arrangements for its implementation. The study aims to elucidate the axiological and methodological foundations of the scientific paradigm of strategizing, explaining how a strategic priority is formed and translated into coordinated action. The research is conceptual. It draws on the works of V. L. Kvint’s school of strategizing, examined in relation to philosophical axiology and theories of collective choice and the organization of actiity. The methods employed are theoretical reconstruction, categorial analysis, and conceptual synthesis.The axiological justification of strategic choice involves assessing alternatives against values and long-term interests, determining which means and consequences are acceptable, and considering the distribution of benefits, costs, and risks. A distinction is drawn between a value-grounded preference and a strategic priority: the latter presupposes that the chosen course determines the allocation of resources, authority, and responsibility. The methodological foundation is conceptualized as a system of principles governing the organization of strategizing, providing for the coordination of research, decision-making, and implementation, the evaluation of outcomes, and the adjustment of strategy. The study highlights the importance of distinguishing among those responsible for strategizing, those whose values the strategy is intended to express, and those responsible for its implementation when assessing the legitimacy of strategic choice.The study’s original contribution lies in explaining the transitions from a value-grounded preference to a strategic priority and from that priority to coordinated action in relation to the ontological and epistemological foundations of strategizing. The proposed model enables separate examination of the objective preconditions for the chosen course, the sufficiency of knowledge, the value-based justification of the decision, and the organizational conditions for its implementation. These distinctions provide a basis for identifying why a strategy is unsound and determining appropriate ways to adjust it. The model’s diagnostic potential requires empirical testing using evidence on how long-term strategic decisions are made and implemented.

Date: 2026
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