代写被发现：宜家案例研究中存在的战略紧张关系
可持续性的趋势导致了若干问题的发展，然而，由这些问题引起的战略紧张局势可以通过战略紧张管理和矛盾得到适当的解决。本节的重点是阐述宜家案例研究中存在的战略紧张关系。企业战略是组织中的决策模式，负责确定和揭示其目的、目标、目标、原则策略、生产和实现这些目标的计划。当这些主要要求之间存在不平衡时，就会出现战略紧张。关键的战略紧张是如何将可持续性整合到公司积极的增长战略中。该公司投入了大量时间和精力来评估和改进木材采购实践的可持续性。此外，该公司还注意到，其营销职能和运营职能之间存在一些紧张关系，结构化视角增强了一些冲突的可能性。营销的功能要求有更多的产品，这进一步促进了许多销售。
这有可能增加生产产品的成本，正如Slack等人(2003)通过操作4维定义的那样。这些功能之间的沟通策略也是促进整个宜家积极关系的重要策略。公司进一步面临战略转型的问题。从战略上管理变更没有简单的方法，也没有在每种情况下都有效的单独公式。宜家需要将可持续发展纳入其增长战略，因此战略变化是一个主要的紧张局势。可以引用M和S(玛莎百货)目前正在进行的变更过程的一个例子。作为一个术语的战略变化通常是为这些措施保留的。这些通常包括组织内部的根本性转变，包括结构、系统、过程、策略和文化。宜家在推进战略转变方面的成功记录可能还不够。大多数组织不能理解它是执行而不是简单的制定。为了使战略意图成为现实，宜家需要改变其供应链的运作方式，以及人们在供应链中的运作方式。
代写被发现：宜家案例研究中存在的战略紧张关系
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.