This article reviews research on the process of strategic management reported over the last six years in seven leading journals. Nine "streams" of work are identified and critiqued. The field is described as giving continuing attention to the possibilities and problems of strategic planning and decision making, but also moving into new areas of research - especially the problem of how the attention of decision makers is directed toward specific agendas for action. We recommend more studies that simultaneously consider strategy formulation and implementation and more studies that attempt to integrate methods and concerns across the various areas of process research. Finally, we recommend that future research give simultaneous attention to the content as well as the process of strategy.