In the 1980s, scholars emphasised more on strategy implementation as a process. There was a shift in emphasis from the leader to the development of organizational culture and its role in defining and implementing strategies. Also, as globalization began to capture the imagination of firms’ executives, researchers provided more insight into the underlying concepts of globalization, including systems, processes, and structure that enabled firms to grow into a multidivisional corporation. Some scholars focused on firms’ competencies to explain strategy, which led to the emergence of the resource-based view of the firm. In the hospitality and tourism domains, strategic management emerged as a field of study in the mid- to late 1980s that aimed at applying the works of scholars in the strategic management domain to hospitality organizations. Most of these efforts aimed at confirming theories related to the contingency, strategic planning, and competitive strategies.