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In today’s rapidly changing world, Russian companies inevitably face the choice of a development trajectory. The rupture of economic relations with the West, changing national priorities, economic instability requires Russian companies to develop new strategies and refine them taking into account the changed economic conditions. In the current conditions, flexibility in decision-making, development and implementation of strategies is more important than ever. The issue of choosing a variant of strategic development and positioning seems to be important. The purpose of this study is to evaluate the comparative effectiveness of various types of Russian companies’ strategies based on the identification and comparison of officially declared strategies and those actually implemented in practice. Based on the analysis of public information about the strategies announced by the largest Russian companies, their typology was carried out. This typology formed the basis for a survey of company employees to identify the type of strategy implemented by the company. It was found that the declared and implemented strategies of companies do not always coincide. In 16 out of 39 companies, these strategies differ. In addition, the hypothesis was tested about the greater or lesser efficiency of companies with different types of strategies and about the impact of compliance with the declared and implemented strategy on the results of companies’ activities. The analysis is based on the typology of strategies developed by the authors, depending on the nature of planning, reflection of business processes, as well as the type of external environment. The analysis allowed us to conclude that companies with an ideological type of strategy (both declared and real) are relatively more effective. Moreover, companies with such an implemented strategy as “formation” demonstrated higher efficiency. The results obtained made it possible to draw conclusions about the effectiveness of various types of strategies, as well as how companies follow the stated strategy in their activities and how this is reflected in their performance indicators.

A strategy is an integral part of the corporate governance and planning process in companies. Today, in a period of high uncertainty in most markets, strategic planning allows companies to pay special attention to the most effective development directions, point out priorities, and assess the effectiveness of company management and its decisions. The study aims to assess the comparative performance of various types of corporate strategies based on identifying their types and strategy markers. The study of existing approaches to the classification of companies' strategies made it possible to identify their advantages and disadvantages and, on this basis, propose an alternative typology of companies' strategies. The proposed alternative typology of strategies is based on the characteristics of the corporation's environment, the characteristics of the corporation's response to external stimuli, and the planning methods used by corporations. Eight types of corporate strategies were identified and analyzed - classic planned, classic process, classic ideological, adaptation, formation strategy, visionary, renewal strategy. Strategy markers are identified for each type of strategy - indicators that allow one or another implemented strategy to be attributed to a specific type following the adopted typology. The empirical analysis methods of the 40 most significant Russian corporations data were applied, their strategies and performance indicators were studied concerning each of the types of strategies. It was found that the most common among the most significant Russian corporations is the classic process type of strategy, which is based on a clear vision of the expected results, their process-by-process planning. Also, many corporations are implementing the classic planning strategy, which is more formal: developing plans without clearly indicating the directions and ways of their implementation. To identify the most effective type of strategy, an analysis of performance indicators (revenue and market capitalization) of corporations was carried out within the framework of individual strategies. It was found that the revenue growth of the companies surveyed over ten years (from 2010 to 2019) did not differ significantly for groups of companies with different types of strategies. However, the market capitalization growth for the period from 2010 to 2020 was different for various groups of corporations, depending on the strategy type, and sometimes the indicator growth differed by 2.5 times. The directions of further research are the inclusion of a larger number of companies in the analysis, addition and more detailed analysis of the results of companies adhering to different types of strategy, international comparisons in the frequency of distribution and industry specificity of the strategies used, assessment of the impact on strategies and the results of their implementation of technological transformations and implementation of achievements Industry 4.0.

• This paper contributes to theory on sustainability transitions by developing an analytical heuristic that enables explaining differences in institutional strategies to promote low-carbon innovations. • The paper presents a typology of four four different niche contexts: market-based niche development, market-based regime transformation, community-based niche development and community-based regime transformation. • The usefulness of this typlogy is explored by analysing how institutional strategies differ across niche contexts in the transition to a low-carbon building stock in the Netherlands. Literature on sustainability transitions advocates the institutionalisation of niche innovations and assigns an important role for institutional work in this respect. Previous work has conceptually and empirically substantiated a range of strategies that institutional entrepreneurs perform. However, little is known about how institutional entrepreneurs engage differently in institutional strategies across different dynamic niche contexts. We distinguish between four different niche contexts: market-based niche development, market-based regime transformation, community-based niche development and community-based regime transformation. This typology is then conceptually combined with theory on institutional entrepreneurship and institutional work to examine the diverse agential processes of institutional change through which actors shape and transform their institutional environments. The usefulness of this framework is explored in an analysis of the low-carbon building stock in the Netherlands. The analysis demonstrates that the framework offers a comprehensive approach to examine variety in the arsenal of strategies of institutional work across different contexts. [ABSTRACT FROM AUTHOR]