The trends of sustainability have led towards several issues to develop, however the strategic tensions arising from these can be tackled appropriately through use of strategic tensions management and paradoxes. The focus in this section is to elaborate on the strategic tensions present with regard to IKEA case study. A strategy in a corporate is decisions pattern within an organization responsible for determining, and revealing its purposes, goals, objectives, principle policies production and plans to achieve these goals. A strategic tension arises when there is an imbalance between any of these major requirements. The key strategic tension was problem of integrating sustainability within the aggressive growth strategy of the company. The company engaged in investing much time and effort for assessing and improving the wood procurement practices sustainability. Furthermore, the company noticed that there is likeliness for some tension existing, between its functions of marketing and operations as well, with regard to the way in which structured perspective enhanced some conflict likeliness. The functions of marketing require having more variety of products which further brings forward many sales.
This has a likeliness of increasing the producing products costs, as defined through the operations 4 dimensions by Slack et al, (2003). A communication strategy between these functions is also an essential strategy for positive relationship to foster across IKEA. The company further faced the issue of strategic change. There is no easy manner for managing change strategically, and there is also no individual formula that works in every case. IKEA required integration of sustainability within its growth strategy, and therefore strategic change was a major tension. An example can be quoted of the change process presently under process at the M and S (Marks and Spencer). Strategic change as a term is generally reserved for such measures. Often these are inclusive of transitions of radical nature across an organization which encompasses structure, system, process, strategy and culture. The success related track record to bring forwards change of strategy at IKEA may have been inadequate. Most organizations are not able to grasp that it is implementation instead of simple formulation. For intent of strategic nature to come into reality, it was required for IKEA to modify the way in which its supply chain functions and the way in which people function within this supply chain.