Editing Strategy (section)

===Strategic Problem===
{{technical|section|date=December 2023}}
In 1998, Crouch defined the strategic problem as maintaining flexible relationships that can range from intense competition to harmonious cooperation among different players in a dynamic market. While Crouch was open to the idea of cooperation between players, his approach still emphasized that strategy is shaped by market conditions and organizational structure. This view aligns with the definitions of strategy proposed by Porter and Mintzberg.<ref>{{cite journal|last1=Crouch|first1=A.|title= Reframing the strategic problem: An accommodation of harmony and belligerence in strategic management|year=1998|journal=Journal of Business Research|volume=41|issue=1|pages=3–13|doi=10.1016/S0148-2963(97)00007-6}}</ref><ref>{{cite journal|last=Porter|first=M. E. A. A.|title= What is strategy?|year=1996|journal=Harvard Business Review|volume=74|issue=6|pages=61–78}}</ref><ref>{{cite journal|last=Mintzberg|first=H.|title= Crafting Strategy|year=1987|journal=Harvard Business Review|pages=66–75}}</ref>

In contrast, Burnett regards strategy as a plan formulated through methodology in which the strategic problem encompasses six tasks: goal formulation, environmental analysis, strategy formulation, strategy evaluation, strategy implementation, and strategy control.<ref>{{cite journal|last=Burnett|first=J.J.|title=A strategic approach to managing crises|year=1998|journal=Public Relations Review|volume=24|issue=4|pages=475–488|doi=10.1016/S0363-8111(99)80112-X }}</ref>

The literature identifies two main sources for defining a strategic problem. The first is related to environmental factors, and the second focuses on the organizational context (Mukherji and Hurtado, 2001). These two sources summarize three dimensions originally proposed by Ansoff and Hayes (1981). According to them, a strategic problem arises from analysis of internal and external issues, the processes to solve them, and the variables involved.<ref>{{cite journal|last1=Mukherji|first1=A.|last2=Hurtado|first2=P.|title=Interpreting, categorizing and responding to the environment: the role of culture in strategic problem definition|year=2001|journal=Management Decision|volume=39|issue=2|pages=105–112|doi=10.1108/EUM0000000005416 }}</ref>

In Terra and Passador's view, organizations and the systems around them are tightly connected, so they rely on each other to survive. This means a strategy should balance being proactive and reactive. This involves recognizing the organization’s impact on the environment and acting to minimize harm while adapting to new demands. The strategy should also align internal and external aspects of the organization and include all related entities. This helps build a complex socio-economic system where the organization is part of a sustainable ecosystem.<ref name="TerraPassador2016" />