• Formal planning evolves into a disciplined lifecycle for strategy, governance, and corporate planning, with structured approaches spanning 1970–1976 and international perspectives [4], [7], [8], [10], [13], [17].

• Internationalization and cross-border strategy shape organizational structure and governance, with UK enterprise studies, multinational reactions, and expansion perspectives illustrating global strategic frames [1], [2], [6], [8], [9].

• Contingency and organization theory underpin flexible strategy formation, emphasizing environment-dependent design, differentiation, and case-based reasoning as core methods [7], [10], [12], [14], [18].

• Growth, investment, and market power drive strategic choices, linking expansion, investment behavior, price uncertainty, and marketing strategy in a cohesive growth- and competition-focused frame [3], [9], [15], [16], [20].

• Intangible assets and internal capabilities as performance drivers enter early strategic thinking, highlighting resource-based perspectives and organizational differentiation as sources of competitive advantage [4], [11], [18].