Strategic Management as a Science

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Table of Contents

Introduction
Literature review, debate, discussion and self-position
Recommendation
Conclusion
References

Introduction

Today, most of the organizations believe in the ability of strategic management to deliver toward achievement of organizational goals. Strategic management refers to an art and science of designing, implementing, and evaluating cross –functional decisions that aim at achieving the long-term objectives of an organization.

It deals with the process of redefining the organizational mission and vision, designing policies and programs, which translate into strategic projects and allocating resources necessary for the achievement of goals and objectives (Davenport, 2011).

The question of whether strategic management is an art or science has preoccupied the discussions for many years. Varied views have yielded a wide range of differences relating to categorization of strategic management.

Although the field of management in general and strategic management, in particular, has traces of artistry, it is exclusively important to note that the scientific nature of management prevails to a greater extend. In this paper, the discussion ventures to examine how strategic management exhibits scientific traits in the manner of approach.

Literature review, debate, discussion and self-position

The process of evaluating the efficacy and effectiveness of an organization’s strategy as some of the elements of strategic management are critical to an organization (Davenport, 2011). The process of evaluating an organization in respect of the strengths, weaknesses, threats, and opportunities demands of the organization to pursue it objectively and exclusively.

According to Davenport (2011), this process requires to answer the three fundamental questions. These questions include sentiments of “would this work? Can the process be functional? Will they work towards accomplishing its agenda?

In his study, Foss (2008) noted that measuring the success of an organization based on the prevailing organizational rubrics demand that the organizational achieves an objective approach necessary for this process.

Numerous surveys demonstrate the significance of evaluation and measurement as critical components of strategic management. Measurement requires critical scientific methods and tools in order to arrive at an exclusive outcome that can explain a given phenomenon. Therefore, strategic management achieves its objectives through the application of scientific methods.

Strategic management deals with the methods of apportioning human, economic, and capital resources and monitoring the entire process with an aim of achieving the preplanned goals. To achieve these noble procedures, strategic management must be ready apply the necessary tools in equitably and efficiently allotting these varied resources. In a bid to establish the fundamentals of proper management, it is critical for managers top design methodologies capable of harmonizing resources, evaluating, and selecting feasible alternatives.

According to Foss (2008), researchers of strategic management consist of practically oriented folks who engage in scientific approaches in the view to determine solutions to management problems. In his study, Foss (2008) suggested that scholars of strategic management immensely preoccupy themselves with the concept of theoretical change within their field while holding reasons for such change. In the process of debating change, scholars in the field of strategic management do so in the spirit of science.

For instance, they debate on whether the adoption of specific concepts of strategic management would lead t a loss of content. Additionally, they may engage in discussions of old and new theoretical underpinnings (Raduan, Jegak, Haslinda & Alimini, 2009). Essentially, all these discussions employ the concepts of science as a key concern of theory and criteria of practice (Davenport, 2011).

The theory of strategic management deals exclusively with the most neglected aspect of management, notably the mechanism-oriented explanation and the relevance of micro-foundations. The theories and discussions of science-based approaches in strategic management have undergone a rigorous and informed growth through arguments aimed at enriching the scientific literature (Cravens, 2010) and (Raduan, Jegak, Haslinda & Alimini, 2009).

Scholars of scientific management have noted that strategic management is an empirical field always employing practical application of knowledge, concepts, and philosophies. Since its inception, strategic management through scholars such as Henry Porter, it has influenced the general field of scientific management as espoused by Taylor, the father of scientific management (Cravens, 2010).

Recommendation

In this study, the paper recognizes the need to appreciate strategic management as a science as well as an art. However, the critical role that the strategic management, especially its empirical approaches demands that we allot most of the scientific theories and practice in a bid to facilitate its mandate (Raduan, Jegak, Haslinda & Alimini, 2009).

Informed by this recognition, organizations that employ the principles of strategic management have the role to play in ensuring that the essence of management is achieved through practical application of scientific modes without relying on the theoretical underpinnings (Dauda, Akingbade, & Akinlabi, 2010).

Conclusion

In conclusion, the theory and practice of strategic management borrow immensely from the field of science. Although the concept of management in general and strategic management in particular, is inherently born of the art, the application of theoretical and scientific principles by strategic management scholars lends it toward a scientific orientation.

It is arguable that the concerns of strategic management such as performance appraisal and people management remain critical in establishing the role of science in driving the core of strategic management.

References

Cravens, D. W. (2010). Management framework guiding strategic thinking in rapidly changing markets. Journal of Marketing Management, 25 (1/2): 31-49.

Dauda, Yunus, D. A., Akingbade, W. A.,& Akinlabi, H. B. (2010). Strategic Management Practice and Corporate Performance of Selected Small Business Enterprises in Lagos Metropolis. International Journal of Business & Management, 5(11): 97-105.

Davenport, T. H. (2011). Rethinking knowledge work: A strategic approach. McKinsey Quarterly, 1, 89-99.

Foss, N. J. (2008). Theory of Science Perspectives on Strategic Management Research: Debates and a Novel View. SMG working paper.

Raduan, C. R.,Jegak, U., Haslinda, A., & Alimini, I. I. (2009). Management, Strategic Management Theories and the Linkage with Organizational Competitive Advantage from the Resource-Based View. European Journal of Social Sciences, 11(3): 402-413.

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