Abstract
This chapter attempts to integrate various strategy perspectives. It is argued that strategy resides in complexity and is best studied in terms of a multiple rationality set tied to the firm's capability to learn. Strategy is interpreted in terms of adaptive and alterable learning mechanisms that could potentially allow superior knowledge to be used in strategic capabilities and be a source of competitive advantage. These strategic learning mechanisms, based on both calculated and systemic rationalities, emerge through knowledge assimilation and integration by means of human assets where the firm's resources and market forces meet. Four strategic learning modes are presented as an illustration of interacting learning practices in strategy processes and as an outline for empirical research and implications for management.