Strategic Management: Approaches, Viability, Benefits, Implementation Issues and Limitations

This report discusses the three approaches to strategic management: stakeholder, dynamic capabilities, and sustainable. It covers their viability, benefits, implementation issues, and limitations. The report also provides examples of companies that have successfully implemented these approaches. The viability of stakeholder approach lies in the long term success of the firm, while dynamic capabilities approach helps firms to adjust their working capabilities as per the available resources. Sustainable approach integrates sustainability practices with strategic management of a firm. The report also highlights the suggested benefits and limitations of each approach.

Running head: STRATEGIC MANAGEMENT
Strategic Management
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Executive summary
Strategic management refers to the planning and implementing of the measures for achieving the
goals and objectives of the companies in the long run. There are many approaches of strategic
management and stakeholder, sustainable and dynamic capabilities are three common
approaches, used by the organizations across the world. This report focuses on the strategic
management, the above mentioned three approaches and their viability, suggested benefits,
implementation issues and limitations. It is inferred that although these approaches are beneficial
for the organizations, they take different paths for obtaining the benefits.

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Table of Contents
1. Introduction..................................................................................................................................3
2. Three approaches to strategic management.................................................................................4
2.1 Stakeholder approach.............................................................................................................4
2.1.1 Viability..........................................................................................................................4
2.1.2 Suggested benefits:.........................................................................................................5
2.1.3 Implementation issues....................................................................................................5
2.1.4 Limitations......................................................................................................................6
2.2 Dynamic capabilities approach..............................................................................................6
2.2.1 Viability..........................................................................................................................7
2.2.2 Suggested benefits..........................................................................................................7
2.2.3 Implementation issues....................................................................................................7
2.2.4 Limitations......................................................................................................................8
2.3 Sustainable approach.............................................................................................................8
2.3.1 Viability..........................................................................................................................9
2.3.2 Suggested benefits..........................................................................................................9
2.3.3 Implementation issues..................................................................................................10
2.3.4 Limitations....................................................................................................................11
3. Conclusions................................................................................................................................11
References......................................................................................................................................13

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1. Introduction
Strategic management is an important function of all businesses to sustain in the industry.
The term strategic management refers to the long term planning and strategies of a company to
accomplish its goals and objectives (Hitt, Ireland and Hoskisson 2012). In other words, strategic
management is the process of nonstop planning, analysis, monitoring and evaluating all the steps
or actions required to meet the goals of an organization. Strategic management is an essential
function for any organization as it helps it to understand the present situation of the organization,
developing the strategies or plans accordingly to meet the market demands, implementing those
in the most efficient and effective manner and analyze the impacts. As there is rapid change in
technologies coupled with change in customers’ tastes and preferences and demands, every
organization needs to change its business strategies and strategic management enables the
organizations to analyze the internal and external environments, formulate and execute the action
plans accordingly, and lastly evaluate the extent to which the plans were successful (Hill, Jones
and Schilling 2014). There are various approaches to strategic management. Among those, this
report will highlight three approaches to strategic management, namely, stakeholder approach,
dynamic capabilities, and sustainable approach. Stakeholder approach focuses on the strategic
management to meet the needs and expectations of the stakeholders through business decisions.
Dynamic capability approach focuses on the ability of the organizations to adapt the resource
base to sustain in the industry and sustainable approach represents the planning of the
organizations, embedding the ways to achieve sustainability (Eden and Ackermann 2013). The
viability, benefits, implementation issues and limitations of each approach will be discussed in
this report.

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2. Three approaches to strategic management
2.1 Stakeholder approach
According to Wheelen et al. (2017), stakeholder approach in management implies that the
managers of an organization design the plans and implement those with a focus to meet the
demands and expectations of the stakeholders of the organization to achieve long term success.
Stakeholders are of two types, internal and external. Owners, employees and managers are
internal stakeholders, while, government, suppliers, society, creditors, shareholders and
customers are external shareholders. As the degree of participation is different for different
groups of stakeholders, the market imperfections give them the scope for creating valuable
opportunities for the stakeholders (Hill, Jones and Schilling 2014). In this approach, the
emphasis is on the value creation for all the parties with shared interests.
2.1.1 Viability
For long term success of a firm, stakeholder approach is viable as it helps to keep the
customers and other groups of stakeholders interested in the growth of the firm and hence, they
actively participate in that. Hence, the strategies are made in a way that aims only for
stakeholders’ satisfaction (Cooper 2017). For example, sometimes, a firm may opt for lay off for
the employees to increase profit margin. This action conflicts with the benefits or welfare of the
employees, who are also stakeholders of the firm. For example, Xerox Company launched
Community Involvement Program that gives opportunity to channelize the funds towards the
local teams of employees for selecting and working on particular community projects identified
in their communities, such as, the employees built shelving units at a Maui Food bank in 2016
for the benefit of the community (Xerox.com 2018).

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2.1.2 Suggested benefits:
Creation of competitive advantage: for long term sustenance in the market, it is
important for a firm to build a good relationship with the stakeholders. The firm aims to build
brand awareness among the stakeholders by delivering the value, needed or expected by them. In
this approach, the firm gathers information about the stakeholders needs’, tastes and preferences
and develops their expertise accordingly (Weiss 2014). Eventually, this would help the firm to
develop core competencies, leading to competitive advantage. On one hand, stakeholders gain
more trust on the firm, resulting in the business growth, on the other hand, the firm is able to
create competitive advantage, which helps in growth.
Innovation and value creation: As the firms are more focused on stakeholders’
satisfaction, they tend to involve in innovation. If employees get job satisfaction, they are more
likely to involve in staying longer with the firm and generate potentially important ideas, which
aim for long term growth. The firms can also invest in new ways to meet the stakeholders’
demands, leading to innovation. Through reciprocity, stakeholders give valuable information to
them, while the firms use this information for further value creation.
2.1.3 Implementation issues
The fundamental of this approach is to obtain detailed information from all types of
stakeholders of a firm and meet their needs and expectations. However, since, the firms have a
large number of internal and external stakeholders, with different needs and expectations, it is
extremely difficult for a firm to gather the information from all of them, as well as meet them.
Although, the firms adopt measures, such as, surveys, feedbacks, suggestions etc. yet it is
difficult to meet all types of demands of the stakeholders. In many cases, implementation results

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in more cost than the benefits, which is not profitable for the firms (Bridoux and Stoelhorst
2014).
2.1.4 Limitations
Diverging interests: Since, there are a large number of stakeholders of a firm; it is
natural that they will have different interests. While the creditors will think about the profit of the
firm, the government will think about the tax revenues, which affects the profits. Thus, attempts
to satisfy all the stakeholders create complications in the management operations. Negotiation of
mutual interests and benefits along with resource inequality often creates difficulty for the
business operations of the firm.
Overvaluation of stakeholders: As stated by Godos-Díez, Fernández-Gago and Cabeza-
García (2015), the attempt to create value for the stakeholders as per their demands often leads to
costs more than the benefits. Hence, to create more value for a large number of stakeholders, the
firms misallocate the resources. Moreover, all the stakeholders do not hold equal power and thus,
the profit distribution is not equal. Thus, overvaluation of stakeholders is a common limitation in
this approach of strategic management.
2.2 Dynamic capabilities approach
Dynamic capabilities approach in strategic management refers to the ability of the firms
of integrating, building and reconfiguring the internal as well as external resources and
competencies for addressing the quickly changing environment (Vogel and Güttel 2013). This
approach demonstrates the ability of an organization to achieve new and innovative ways of
competitive advantage, given the restrictions of resources and its market position.

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2.2.1 Viability
Viability of this approach lies in the adaptability of the firm. Since, the resource base and
market position of a firm can change over the course of business, it needs to adjust its working
capabilities and competencies to continue its operations and sustain in the market. Thus, dynamic
capability enables a firm to work under any condition and continue doing business (Beske 2012).
Apple and IBM are two major companies that have shown examples of dynamic capabilities.
These two companies have learned how to evolve as soon as the market demand and
environment changed. IBM is a technological innovator and it changed its products to mainframe
and personal computers from electromechanical tabulating machines and currently it has cloud
computing, software and IT services. On the other hand, Apple is not a technological leader but
it was able to give the value to the people from the product features (Helfat 2012).
2.2.2 Suggested benefits
Competitive advantage, innovation and new competencies: this approach helps a firm
to adjust its working capabilities as per the available resources and thus, lack of resources does
not create an obstacle for it. Rather the firm can gain expertise on different competencies and
areas and can also invest in innovating new ways to adapt to the resource base. It can also focus
on its competitive advantage in the market using its existing resources (Teece 2012).
2.2.3 Implementation issues
Dynamic capabilities framework is based on three factors, namely, processes, positions
and paths. Processes represent the way of doing things, that is, routines, practice and learning
patterns. Positions refer to the present specific endowments, such as, technology, external
factors, customer base, etc. and lastly, paths refer to the strategic alternatives, such as, the
presence or absence of the dependencies like increasing returns to scale (Villar, Alegre and Pla-

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Barber 2014). Thus, implementation issues arise from positions and path dependencies. As stated
by Ljungquist (2013), unbalanced dynamic capability framework often results in inefficiency of
the organizations and the author found that implementation issues are often generated from
adoption of new and innovative technologies. Firms often do not have the adequate resources to
adapt to the new requirements of technology and thus, face challenges while implementing the
dynamic capabilities. According to Burisch and Wohlgemuth (2016), the firms often do not have
complete understanding of their working environment and hence, they adopt oversimplified
actions. Completely flexible company capabilities are not achievable theoretically and
continuous adaptation to each and every type of environmental change is not possible for any
company due to resource limitations.
2.2.4 Limitations
The limitations in dynamic capability approach generally come from the path
dependencies. Firms that have high dependencies on the path, often face challenges in
adaptation. The firms need to develop a strategy that is difficult to imitate. Along with that, this
approach is difficult to operationalize and there can be lack of algorithm for translating the
environmental factors into the required capabilities. Moreover, in many cases, the transformation
of the processes and resources to adapt to the frequent environmental changes results in more
costs than benefits (Wilden et al. 2013). Thus, when there is instability, that is, frequent changes
in the internal and external environment, then dynamic capabilities approach is not always
suitable to maintain the profitability of the organization.
2.3 Sustainable approach
Sustainable approach in strategic management is a concept that integrates the
sustainability practices with strategic management of a firm. Sustainability includes the concepts

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of environment, economy and their integration for achieving a better future for the upcoming
generations. Sustainability approach in management aims to create a system that maintains
economic viability and also satisfies the needs of the present as well as future generations by
reducing the depletion of resources and environmental damages (Hill, Jones and Schilling 2014).
2.3.1 Viability
The viability of this approach depends heavily on the relevance of the concept in the
modern world, that is, the need to minimize the impact of the organizational activity on the
external environment for protecting the resources for future generations. It also includes
responsible production and consumption by the organization. The firms thus focus not only on
the preservation of natural resources but also on the development of the community through
various initiatives under corporate social responsibility (Stead and Stead 2014). The CSR
activities and sustainable business practices of the companies are targeted towards development
of the society and environment to achieve sustainability. For example, to reduce the wastage of
fresh food and vegetables those look less perfect, Chipotle and Intermarché’ came together for
their ingenious campaign called ‘The Inglorious Fruit and Vegetable’. These fruits and
vegetables are sold at 30% less price and due to heavy campaigning, the wastages of the ugly
looking produces have reduced significantly, contributing in the sustainable production and
consumption (Prezly.com 2018).
2.3.2 Suggested benefits
Reduced compliance cost: as the governments of all the countries are focused on
implementing sustainability practices, they have reduced compliance costs for the companies
adopting sustainability measures, such as, green technology reducing greenhouse gas emissions,

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fuel efficiency etc. thus, sustainability approach of strategic management is beneficial for
reducing compliance, thereby, operating costs of the companies.
Greater public health benefits: using sustainability practices, the companies ensure that
the social and environmental damage and pollution is reduced, such as, reducing pollution in air
and water. This has a better impact on the public health.
Protection of resources: companies are now using energy efficient devices, such as,
LED lights, fuel efficient automobiles, and renewable energy sources, such as, solar lights, hydro
energy, and wind energy for production and business operations. This has a positive impact on
the sources of energy.
2.3.3 Implementation issues
Various factors create challenges during the implantation of the sustainability practices.
The concept of sustainability, the organizational structure, culture and decision making process,
resource allocation, mission and vision of the company, profit motives and feasible sustainability
processes are some of the challenging factors in this approach of strategic management (Haines
2016). The efficiency of the managers is very crucial for planning the sustainability practices.
Environmental protection has to be considered along with the economic impact on the company.
The profitability of the company has a risk of declining due to the sustainable programs; hence,
the managers must consider the benefits of the company as well as the stakeholders as the
environmental programs might not always be profitable. Thus, the stakeholders must be
convinced about the sustainability approach.

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2.3.4 Limitations
Budget: the budget or capital resources of the companies often create obstacles in the
path of adopting sustainable practices. The techniques are quite new and require larger amount of
initial investment. Thus, it often becomes difficult for the small and medium enterprises to invest
a larger amount of capital for sustainable practices, which do not yield visible results initially.
The costs of adopting sustainable practices often create challenges for these companies as it
reduces some of the profitability (Wolf 2014).
Lack of profitability: sustainability approach often goes in the opposite direction of the
profit motives of the organizations. These are mostly philanthropic activities, undertaken for the
benefit of the society and nature. Thus, the management of many organizations is not interested
in investing substantially in the sustainable practices.
Inconsistent sustainability practices: The sustainability practices across various
industries are not consistent and thus, the desired outcomes are not always achieved. The
pollution control activities are not same across the industries and hence, the impact is not always
effective.
3. Conclusions
Strategic management is an essential factor of any business in the world. There are many
approaches of strategic management. Different companies take different approaches of strategic
management based on their resources, competitive advantage and competencies. Stakeholder
approach, dynamic capabilities and sustainable approach are three most common approaches of
the strategic management. Stakeholder approach considers the benefit of the stakeholders along
with that of the organizations. Dynamic capability approach allowed the firms to create

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competencies by adapting to the resources and market situations and lastly, sustainability
approach involves the practice of sustainable activities to bring benefits to the environment and
society. All these approaches have their own benefits and limitations. All these activities have
the ultimate goal of achieving the goals and objectives of profit maximization through various
measures. However, there are many challenges in effective implementation of these approaches.
Understanding the needs of every stakeholder and implementing those is difficult for the firms,
while inconsistency in sustainability practices and inadequate resource allocation are often a
serious challenge for the sustainability approach in strategic management. On the other hand,
inefficient decision making, inadequate resources and incompetence and lack of expertise often
create challenges in the dynamic capabilities approach.

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