Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

Table 7

Classification of investigations—strategy formulation area.

Organizational characteristics	Typology of strategies
	Generic	Intensive	Diversification	Integration
(i) Strict cost control; (ii) Frequent and detailed control reports; (iii) Structured organization/responsibility; (iv) Incentives based on the fulfilment of strict quantitative objectives	[136, 158]	[124, 147, 157]	[135, 148, 150]	[139, 140, 142–144, 153, 154, 156, 160, 166]
(i) Strong coordination between R&D functions, product development, and marketing; (ii) Subjective measurement and incentives instead of quantitative measures; (iii) Compensation to attract skilled labor, scientists, or creative people; (iv) Ability to make external help to complement skills, knowledge, and abilities	[126, 127, 131, 133, 164, 167]	[129, 130]	[145, 149]	[137, 146, 152, 163]

Note: generic: set of actions to achieve strategic objectives; response of the organization to its environment. Intensive: improvements in the competitive position in relation to existing products (market penetration, product development and market development). Diversification: they represent a growth in economic activity by participating in new or similar businesses (concentric diversification, horizontal diversification, and conglomerates diversification). Integration: reduce threats and seize opportunities from external environments; increase negotiation power with suppliers, distributors, and competitors (vertical, horizontal integration and contractual coordination).