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In analyzing strategic management, a number of issues confront us about whether it is a science or not. We could consider strategic management as an art but to do this would be to ignore the fact that scientific methods and technologies are essential in strategic management. Therefore, this paper begins by ascertaining that strategic management is a science. A strong debate, discussion and support then pursue and finally, conclusion and recommendations are stated.
The issue of whether strategic management is a science is controversial. On the one hand, Mulcaster (2010) considers it as an art because managers use their own abilities to determine what action to take. On the other hand, Katsioloudes (2010) believes that it is a science because people are required to think rationally before coming up with the way forward.
For instance, logic reasoning is imperative in determining the course of action to take to achieve objectives (Hambric, 2009). However, in the final analysis, I believe that strategic management is a science because it is objective like logic and it pursues predestined course of action in order to achieve results.
Mulcuster (2010) defines strategic management as an ongoing process that involves strategy analysis, strategy formulation and strategy implementation. Accordingly, it involves monitoring and evaluation of the internal strength and weakness in the presence of the external threats and opportunities (Derek, 2011).
Blumentritt (2009) argues compellingly that strategic management try to align the activities of the organization with external environment through extensive research of both environments. Additionally, strategic planning is the core of this management process that entail decisions and actions that an organization require to earn a great share of the market (Barnat, 2011).
Ryszard (2009) states that market assessment is vital in strategic management. Therefore, managers need to research on the market situation by collecting information and critically analyzing it (Mulcaster, 2010). Moreover, Katsioloudes (2010) emphasizes that strategic management requires a rational approach through environmental analysis, planning, implementation and evaluation.
On the other hand, Hambric (2009) argues that the triumph of an organization requires moves that strengthen its competitive position. While this is undoubtedly true, Hambric (2009) gives the impression that managers need to manipulate the external environment, an impression that suggests that strategic management should be flexible and deliver standard services to the customers. At this point, the stress is that an organization success depends on the management type and leadership style (Derek, 2011).
Blumentritt (2009) explains that the success of an organization depends on its ability to fit in the competitive environment and in this case, the organization should vibrantly interact with the environment through logic and scientifically planned actions. Therefore, the organization need to research about its information in the market place and in this situation, the manager together with the employees formulate strategies scientifically by analyzing data and information relevant to the organization (Barnat, 2011).
Moreover, Hambric (2009) states that strategies concern the future and it requires that the organization make definite assumption about the upcoming market, technological inventions and the future trends. In this case, the assumption needs testing and validation and in the event that the employees confirm its validity, strategy formulation becomes a scientific process (Derek, 2011). On the contrary, strategy formulation can also be an art if the employees do not validate the assumption because it will have no essence.
Research reveals that strategic management requires rational thinking so that managers choose actions directed towards the fulfillment of the organization mission (Ryszard, 2009). Nevertheless, people should remember that according to Mulcuster (2010), strategic management is a work in progress.
This means that it depends on the managers trait because each manager has his own way of carrying out plans and they have the flexibility of choosing whatever action provided the organization objectives get accomplished (Mulcuster, 2010). Although strategy implementation involves art, it is vivid that the implemented action needs scientific analysis to determine whether it will achieve the organization vision (Hambric, 2009).
Therefore, strategic management is more of a science because managers need to analyze the organization objectives in order to determine if the organization is on the right track. Additionally, it may involve researches on the best execution practices. For instance, the manager needs to examine qualitative and quantitative data about external and internal environment before making a decision on which action to take (Derek, 2011).
Based on the above discussion of literature, strategic management is both an art and a science. It is an art during the action phase because this phase depends on the management style and leadership traits.
On the other hand, strategic management is a science because it involves rational thinking, planning and systematic evaluation of the action to be implemented. As a result, I am in favor of the statement that strategic management is a science because during the formulation phase, environment examination requires extensive analysis of both qualitative and quantitative data (Katsioloudes, 2010).
Additionally, the organization formulate assumptions and test them and the vital thing is that the organization requires scientific method to study the data before deciding on the best strategy to undertake given the assumption formulated ( Blummentritt, 2009). Finally, in order for the organization to succeed, it needs to understand the market and this understanding expects it to have accurate information and analyze it scientifically.
Despite the fact that research is expensive, time consuming and multifaceted, it does not mean that organization should keep away from it. I recommend that the organizations use simple approaches to obtain data and information required for effective strategic management.
References
Barnat, A. (2011). The Art and Science of Strategic Management. Journal of Management , 46 (7), 37-56.
Blumentritt, D. (2009). Strategic Management as an Applied Science but not as we (Academics) Know It. Journal of Business Strategy , 154 (2), 291-356.
Derek, S. (2011). Is Business Strategy a Mixture of Luck and Judgement, Opportunities and Design, or More of an Art than a Science? Journal of Marketing , 42 (9), 21-37.
Hambric, L. (2009). What is Strategic Management, Really? Inductive Derivation of a Consensus definition of the field. Strategic Management Journal , 45 (21), 1000-1023.
Katsioloudes, C. (2010). Strategic Management: Global Cultural Perspective for Profit and Non-Profit Organisations. Journal of Management , 563 (49), 78-95.
Mulcaster, P. (2010). Strategic Management: Three Strategic Frameworks. Business Strategy Series , 10 (1), 43-49.
Ryszard, F. (2009). The Strategy Field From the Perspective of Management Science: Divergent Strands and Possible Intergration. Journal of Business Strategies , 28 (9), 32-47.
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