ABSTRACT
In this chapter, we explore the strategic orientation* in the global forest sector by first studying strategies for competitive advantage (CA) from three strategic perspectivesproceeding from the market-based view grounded on Porter’s generic strategies and five forces of competition to the resource-based view (RBV) and finally to the stakeholder view, which integrates the market-based view, the RBV, and the sociopolitical dimension of a company strategy. We then identify four themes in the history of strategic evolution of the forest industry and examine strategic perspectives regarding both traditional and emerging segments of the forest industry and conclude with a discussion on the possible future paths of strategic orientation in the global forest industry.
