When do upper echelon leaders have a primary responsibility to formulate strategy for an organization?

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Upper echelon leaders have a primary responsibility to formulate a new strategy for an organization when strategic redirection is necessary. This could be due to changes in the competitive landscape, shifts in consumer preferences, or other factors that require a new direction for the organization's success. In such cases, upper echelon leaders need to take a proactive approach to develop a clear and coherent strategic plan. However, if a successful strategy is already in place, they may only need to make minor adjustments to keep up with changing market conditions. Likewise, uncertain environments call for a well-planned strategy that supports an organization's long-term goals. Stakeholder power is always relevant, but it alone is not a motivating factor for upper echelon leaders to formulate a strategy.

When Do Upper Echelon Leaders Have a Primary Responsibility to Formulate