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The purpose of this paper is to outline a research agenda for the phenomena of projects grounded in Continental philosophy concepts as an alternative to the dominant Analytical thinking.

A theoretical exploration of Continental concepts in generic terms; discussion of the examples of discourse on various philosophical lenses in different disciplines; discussion of extant examples in the project literature of Continental themes; conceptualisation and discussion of the Continental research agenda.

The integrated Continental research agenda proposes three key themes: experience, projectyness and being. This interpretive lens is important for providing an alternative worldview to the dominant Analytical viewpoint.

The paper provides an integrated Continental framework (drawing on a variety of Continental themes) for the conceptualisation of, and inquiry into the experience of project work. It highlights how our worldview impacts our interpretation of phenomena.

Organizations facing issues related to growth, innovation, and strategy are embracing design thinking, a problem-solving process. This study explores 40 design thinking initiatives and identifies operational practices emerge and empirical categories across various contexts. Quantitative analyses of the initiatives and qualitative interview data are used to distinguish four configurations of action analogous to races: training, emphasizing learning-by-doing; marathons, capturing personal reflection over a long project; relays, highlighting team collaboration; and sprints, reflecting fast-paced product innovation. The initiatives are differentiated as designer-led versus team-driven and, low-urgency versus high-urgency. Implications of practicing design thinking in Organization Development and Change are discussed.

In the realm of education, there has been an increasing emphasis on developing analytical thinking (AT) in the past few years. This systematic review focuses on an analysis of journal publications that have explored AT within the context of science, technology, engineering and mathematics (STEM) education. This analysis investigated four primary issues: (1) the operational definition that was used; (2) the types of theories that were used; (3) the interventions that were implemented to enhance AT skills; and (4) the research designs that were used.

To ensure a comprehensive and thorough review, we used the guidelines of preferred reporting items for systematic reviews and meta-analysis.

A comprehensive review of 28 pertinent scholarly articles reveals that scholars frequently rely on the concepts proposed by Anderson (2002), Marzano and Kendall (2008), Rodrangsee and Tuntiwongwanich (2021) and Suyatman et al. (2021) to establish a framework for delineating the competencies associated with analytical thinking (AT). Quasi-experimental designs were the most frequently used research designs in the studies analysed, followed by research and development approaches and then correlational designs. Most researchers have focused on investigating the effectiveness of problem-based learning as an intervention for improving AT skills. However, most research indicates that the theories or theoretical frameworks used to guide the research must be evident.

To the extent the authors know, this study represents the initial comprehensive examination of analytical thinking in STEM education. It presents a consolidated summary of the available evidence, assessing its quality and bringing it together in a single resource.

The purpose of this paper is to gain some insights from a leading scholar of the cross-cultural cognitive social psychology field on how cultural differences are viewed, understood, and dealt with, and thus to contribute to enrich the way cultural differences are framed in cross-cultural management research.

The author conducts a formal, semi-structured interview with Richard Nisbett for a duration of 90 minutes. The author extracts the key message from the interview and re-structures the conversation in a meaningful manner.

From his cognitive social psychology lens, Richard Nisbett views that any cross-cultural contact between different thinking styles is advantageous because differences help address the limitations of one’s own thinking style.

The insights from cross-cultural cognitive social psychology encourage cross-cultural management researchers to further investigate the positive consequences of cultural differences.

Richard Nisbett’s own journey from a young scientist who describes himself as an extreme universalist, to a mature intellectual who understands and appreciates different thinking style, is itself a concrete example of how differences can lead to the positive. The author summarizes three factors that are key to a positive outcome of cultural differences: curiosity and openness to cultural differences; habit of critical thinking; and intense interaction with culturally different others.

Traditional paradigms of leadership have celebrated decisive top-down control and analytical decision making. But times are changing. The world is becoming more connected, complex, fluid, and interdependent.

Leading people in this age requires empathy, collaboration, curiosity, and creativity. It’s more about designing elegant solutions than mandating feasible ones. It’s more about becoming optimistic beacons of change than authoritative custodians of the status quo. The leaders of tomorrow are not commanders, they are innovators; and in that, they have a natural ally in designers – the poster children of innovation.

This chapter focuses on how leadership can leverage tools and frameworks usually associated with design to innovate, solve complex problems, motivate teams, inspire people, and nurture the next generation of leaders. It discusses design methodologies – user-focused design, lean, design thinking – as potential approaches to optimizing organizational leadership. We elaborate these ideas through real-world examples.

The chapter also offers actionable tips and techniques that designers use to respond empathetically and elegantly to complex human needs, which are rooted deeply in behaviors and attitudes, governed by complex interactions, and therefore, hard to grapple through a purely analytical approach.

It debunks the myth that leaders need to be creative similar to designers to apply Design Thinking. Applying design approaches and practices to organizational leadership is not just about its leaders becoming more creative. It is definitely not about the person at the top coming up with the grand answer. It is a collaborative effort that brings people from all levels together in pursuit of a common goal.

This article aims to examine how a person’s thinking style, specifically holistic versus analytic, and a firm’s crisis apology with the remedial solution framed in “why” (vs “how”) terms can interactively impact consumers’ perceived efficacy of the firm to respond to the crisis and their impression or evaluation of the brand.

Hypotheses were tested through three experimental studies involving 308 participants recruited in China. Participants answered survey questions investigating the interactive effects from consumers’ thinking style (culture as a proxy in Study 1, measured in Study 2 or primed in Study 3) and a brand’s crisis apology with the remedial solution framed in “why” (vs “how”) terms on consumers’ perceived efficacy and evaluation of the firm.

The frame of the remedial solution resulting in a higher evaluation improvement depended on a consumer’s thinking style. For holistic thinkers, a “why” (vs “how”) framed remedial solution resulted in a higher evaluation improvement; however, for analytic thinkers, a “how” (vs “why”) framed remedial solution resulted in a higher evaluation improvement. Additionally, the results showed that a consumer’s perceived efficacy of the brand being able to successfully respond to the crisis mediated the interactive effects of the remedial solution framing and thinking styles on the evaluation improvement.

The findings provide evidence that framing of the remedial solution can be leveraged as a tool to reduce negative impact resulting from a brand crisis. Specifically, the results suggest that companies may do well to employ a “why” framed remedial solution, particularly in cases where consumers are likely to process information holistically. Conversely, a “how” framed remedial solution may be effective in situations where consumers are likely to process information analytically.

This research contributes to the literature, being among the first to consider how the remedial solution framing in a firm’s apology can enhance people’s evaluation of the brand and decrease the perceived negative impact resulting from the brand crisis.

The length of stay (LoS) is of major importance from the perspective of the management of tourist destinations. As tourists heavily rely on the online reviews of other travelers as a primary information source, this study aims to empirically examine how the LoS can influence the online reviews for hotels, with special emphasis on the textual review content.

This study analyzes online review data collected from Booking.com by using the Linguistic Inquiry and Word Count program to operationalize review depth, analytical thinking and the authenticity reflected in customer reviews. Based on the analyzed data, this study used a series of regression analyses to understand the impacts of the LoS on online reviews.

The author’s analysis found that a longer stay at a hotel causes consumers to be more likely to post online reviews that not only include a numerical rating as well as written content but also lengthier and more detailed descriptions of their hotel experiences. Further analysis found that the LoS at hotels causes systematic differences in the linguistic attributes of the review content. Specifically, consumers who stay longer tend to write reviews with more analytical information, resulting in consumers perceiving the online reviews as more authentic.

Although the LoS has been considered a significant issue in tourism, studies examining the impact of different lengths of stay on consumers’ post-purchase behaviors are limited. In this light, the author’s findings demonstrate how the LoS can change the linguistic attributes of online reviews. It expands the body of knowledge of the LoS in tourism.

This study represents the first attempt to empirically examine and reveal how the different length of stay at a hotel systemically influences consumer review-posting behaviors.

The purpose of this study is to examine how the usage of mobile devices influences text-posting behavior in the online review-generation process. This study attempts to improve the understanding of the negative impacts of mobile channels on the quality of online reviews.

The authors develop a series of hypotheses to investigate the text-posting behaviors with mobile device usage. To examine the authors' hypotheses, the authors collect online reviews posted in London hotels on Booking.com. The authors first use a logistic regression model to examine the relationship between the usage of mobile devices and text-posting behavior. Then, the authors explored the characteristics of textual content in mobile reviews compared to reviews written via traditional devices.

The authors' finding shows that the use of mobile devices negatively influences text-posting behavior. Compared to traditional devices, consumers are less likely to post texts in their reviews with mobile devices. Although consumers decide to post text comments in consumers' reviews, the quality of textual content is relatively low – short in length, with limited analytical thinking and less authenticity.

To the best of the authors' knowledge, no study has attempted to explore text generation in review-posting behaviors in the context of mobile channels. Also, the authors' findings show the negative effects of using mobile channels on the value of generated information, which is counterintuitive to previous research.

This paper seeks to present new insights into strategic thinking, proposing a model of strategic thinking competency.

To find new knowledge, the research applies the Straussian grounded theory research method using multiple sources and techniques of data inquiry: in‐depth interviews, observations, literature review, and related published documents. The sample cases are business leaders of leading high growth companies in their respective markets, representing eleven different industries in Thailand.

Among many new knowledge, the study found seven characteristics of strategic thinking that impacts strategy formulation, strategic actions, and business performance: conceptual thinking ability, visionary thinking, analytical thinking ability, synthesizing ability, objectivity, creativity, and learning ability. This set of abilities and skilled are termed “strategic thinking competency”.

In‐depth interview data inquiry method has potential bias towards positive information. Although the study covers many industries, the small number of sample cases limits degree of generalization. A constraint of qualitative research method in interpretation of the results is reduced by comparing empirical results to the literature.

The “strategic thinking competency” model offers a framework for developing strategic thinking of business leaders and managers which contributes to better strategy and better business performance. Human resource developers may apply the model for designing training programs to develop better strategic thinkers.

Better strategic thinking could help improving efficiency and effectiveness of business and general management.

The study introduces a model of “Strategic Thinking Competency” with seven characteristics, proposing a new way of defining strategic thinking.

The purpose of this paper is to explain how, in the future, the most successful business innovation efforts will balance analytical mastery and intuitive originality in a dynamic interplay that the author calls “design thinking.””

As a useful way to think about how to do this the paper takes the reader step‐by‐step through the “knowledge funnel” concept.

Design thinking empowers the design of business, the directed movement of a business through the knowledge funnel – from mystery to heuristic to algorithm – and then the utilization of the resulting efficiency to tackle the next mystery and the next and the next.

The apaper suggests that the velocity of movement through the knowledge funnel, powered by design thinking, is the most powerful formula for competitive advantage in the twenty‐first century.

The paper has a radical thesis: to advance knowledge, we must turn away from our standard definitions of proof – and from the false certainty of the past – and instead stare into the mystery of what could be.