Abstract
To elucidate the issue of the fragmentation of the strategy field, this article employs a history-informed investigation of management consultants to demonstrate how their strategy practices have evolved in relation to their business environment. From their initial role of providing specialized knowledge in the advent of the modern corporation era, strategy practices have evolved such that they are adapted to the business environment, reduce uncertainty, and ultimately transform organizations. Acknowledging the embeddedness of consultants’ strategy practices in the business environment and their sequential dynamics contributes to the ongoing debate about the fragmentation of the strategy field and provides implications for the strategy and management consulting literature.