ABSTRACT
The central concern of this book, the one with which it began, is a fairly fierce controversy over the validity of determinism (in its various farms) and the grounds for an adequate account of strategie choice. After the empirical interlude of the last four chapters, it is time now to return to the theoretical fray. The first task of this chapter, then, is to assess how well the various deterministic approaches introduced in Chapter 2 ac count for my eight case study firms' strategie conduct during the early 1980s. Concluding that they do rather badly, I shall continue by proposing an alternative strategie choice account based on the Realist position developed particularly by Roy Bhaskar.
