In recent years, many firms have extremely developed strategies to survive their businesses during the pandemic. Strategy studies, especially the classic strategy research, provided useful analytical tools and techniques for helping entrepreneurs and managers to make a decision. Traditionally, strategy research mainly considers strategy as something organizations have. However, much less is known about how people in organizations do to accomplish strategy works. To date, strategizing research, as a different strategy perspective, has refocused strategy on people’s activities in day-to-day practice relating to strategy works. In other words, it approaches strategy from the perspective of process as activity concerning what and how people do in their work routines. Strategizing describes an ongoing process of creating, planning, and executing a firm’s strategy which comprises of the interrelations between three components; strategy praxis, strategy practice, and strategy practitioners. The systematic review suggested that the trinomial interconnections are associated with strategy performance. Research to date has not yet determined the three interconnections that affect the effectiveness of strategizing. Causal factors leading to the higher effectiveness of strategizing remain speculative. This conceptual paper aims to clarify systematically strategizing literature and propose propositions for future research on strategizing. The importance and originality of this study are that it explores the causal relationships between the three interaction effects and the higher effectiveness of strategizing. It is hoped that this research will contribute to new knowledge in strategy management foci of how to develop the effectiveness of strategizing which leads to greater organizational potential and sustainability.