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Article
Publication date: 18 May 2015

Ellen F. Goldman, Andrea R. Scott and Joseph M. Follman

– The purpose of this paper is to investigate the practices used by organizations to develop the strategic thinking ability of their leaders, managers, and other employees.

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Abstract

Purpose

The purpose of this paper is to investigate the practices used by organizations to develop the strategic thinking ability of their leaders, managers, and other employees.

Design/methodology/approach

A basic interpretive study was conducted with human resource (HR) executives across a broad range of large organizations. Participants were interviewed, and general information about their organization and its programs was reviewed. Findings were verified via member checks and triangulation.

Findings

Organizations make limited use of the range of approaches to develop strategic thinking, many indirectly supporting its development via general leadership programs. Most approaches are experiential and focused on elites. Use of the literature, evaluation, and ties to competency models are very limited.

Research limitations/implications

The study only provides indications of potential generalizations, but offers access to issues that cannot be identified without an in-depth analysis.

Practical implications

The findings identify major gaps in the practices utilized to develop strategic thinking and the related competency framing and evaluation processes. As such, the study exposes opportunities to extend what is known about effective leadership development programs specifically to the development of strategic thinking.

Originality/value

The study fills a gap in the literature regarding specific ways organizations formally and informally develop the strategic thinking of their leaders, managers, and other employees. In so doing, it provides a catalyst for strategy and HR executives and scholars to come together to improve the development of this often absent ability.

Details

Journal of Strategy and Management, vol. 8 no. 2
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 15 August 2016

Ellen Goldman and Andrea Richards Scott

The purpose of this paper is to investigate the competency models used by organizations to assess the strategic thinking ability of their leaders, managers, and other employees…

3054

Abstract

Purpose

The purpose of this paper is to investigate the competency models used by organizations to assess the strategic thinking ability of their leaders, managers, and other employees.

Design/methodology/approach

A basic interpretive study was conducted with human resource executives across a broad range of large organizations. Participants were interviewed, and competency models in use were shared, reviewed, and discussed. The model development process was also explored in depth. Findings were verified via member checks and triangulation.

Findings

Models in use either identify strategic thinking as a stand-alone competency, or embed it under three different areas. Most cover one or more executive levels, stating varying expectations for strategic thinking by job title or level, or differentiating strategic thinking performance levels. The models include descriptions of strategic thinking behaviors that cross seven categories of strategy development, implementation, and organizational alignment.

Research limitations/implications

The study provides indications of potential generalizations that should be considered with more organizations across sectors.

Practical implications

The findings provide practitioners with format and content examples to enhance the assessment of strategic thinking in existing competency models, as well as process considerations for model development/revision. The findings also identify how competency model components are used across the spectrum of talent management activities.

Originality/value

The study fills a gap in the literature by providing empirically based identification of the strategic thinking behaviors organizations consider essential competencies and how they are assessed. In so doing, the study provides a glimpse of how strategic thinking is used in practice and across a range of strategic management activities. In addition, the study links strategic thinking to the competency development literature, illustrating details of competency model development for strategic thinking, and identifying opportunities for related theory development in both domains.

Details

Journal of Strategy and Management, vol. 9 no. 3
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 17 February 2012

Ellen F. Goldman

The purpose of this paper is to define and then investigate the incidence of organizational leadership practices that encourage a culture of strategic thinking.

7486

Abstract

Purpose

The purpose of this paper is to define and then investigate the incidence of organizational leadership practices that encourage a culture of strategic thinking.

Design/methodology/approach

Discussions with 400 US healthcare executives attending focused educational seminars identified 18 leadership practices that encourage strategic thinking and 117 participants in subsequent seminars completed a survey assessing their use of the practices. Central tendencies, patterns across high and low users, and demographic differences were analyzed.

Findings

The two most frequently used practices involved reactions to crises. Executives using most of the practices employed long time horizons and made investments in human resource development and organizational learning. Industry suppliers and those responsible for parts of organizations were more likely to formally develop subordinates' strategic thinking ability.

Research limitations/implications

While the study used a convenience sample with self‐ratings, it identified salient leadership practices for encouraging strategic thinking. This research should be expanded to other industries and countries. Case study methods would provide additional insight.

Practical implications

The findings support enhanced practitioner education regarding strategic thinking and provide practitioners with a place to start in looking for ways to enhance strategic thinking among individuals in their organizations.

Originality/value

The study fills a gap in the literature regarding specific ways in which organizational culture may impact strategic thinking in others. The study also provides a model for scholar‐practitioner inquiry, exemplifying practitioner involvement in methodology development and the interpretation of findings.

Details

Journal of Strategy and Management, vol. 5 no. 1
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 1 February 2001

Ingrid Bonn

Lack of strategic thinking by senior managers has been identified as a major shortcoming in organisations. Draws on concepts in management and psychology to present a framework…

18056

Abstract

Lack of strategic thinking by senior managers has been identified as a major shortcoming in organisations. Draws on concepts in management and psychology to present a framework that can be used to remedy this situation. Argues that strategic thinking needs to be addressed at two different, but interrelated levels: the individual level and the organisational level. Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.

Details

Management Decision, vol. 39 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 20 November 2017

Ellen F. Goldman, Karen S. Schlumpf and Andrea Richards Scott

The purpose of this paper is to describe the process used to develop and test the Individual Behavioral Assessment Tool for Strategic Thinking.

1151

Abstract

Purpose

The purpose of this paper is to describe the process used to develop and test the Individual Behavioral Assessment Tool for Strategic Thinking.

Design/methodology/approach

The instrument was developed using literature that identifies practices in use in organizations to assess strategic thinking competency and recommendations of scholars and practitioners to define strategic thinking and suggest how it could be assessed. Processes defined in the literature to develop competency measurements, both generally and for leadership and strategic management concepts specifically, were applied. A Delphi panel of experts reviewed the initial draft of the instrument which, with their refinements, was administered to participants in an executive leadership program.

Findings

Cronbach’s α and principal component analysis indicated that the instrument is internally consistent and unidimensional. Rasch analysis suggested a possible reduction in items that maintains good overall instrument performance.

Research limitations/implications

The study provides methodology for developing a measurement tool that fuses practice and theory. Further applications of the instrument across organizational levels and in single sectors would enhance its generalizability.

Practical implications

The instrument provides a consistent tool for use by practitioners to identify gaps in their own or another’s strategic thinking behaviors, specify a job-specific competency model, and direct professional development.

Originality/value

The instrument fills a gap in the theoretical literature by extending the descriptions of strategic thinking to include a comprehensive set of required individual behaviors. As such, it is the first theoretically based instrument to detail the specific competencies required to think strategically.

Details

Journal of Strategy and Management, vol. 10 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 1 July 2005

Ingrid Bonn

Following a multilevel approach, the purpose of this paper is to develop a framework of strategic thinking, which integrates the micro‐domain's focus on individuals and groups…

10431

Abstract

Purpose

Following a multilevel approach, the purpose of this paper is to develop a framework of strategic thinking, which integrates the micro‐domain's focus on individuals and groups with the macro‐domain's focus on organisations.

Design/methodology/approach

The paper first defines strategic thinking, outlines its elements and examines some of the conceptual issues surrounding the construct, especially those concerning levels of analysis. The following questions are addressed. What are the characteristics of an individual strategic thinker? What are the dynamics that take place within groups and how do they influence strategic thinking? What are the contributions of the organisational context to strategic thinking?

Findings

Strategic thinking at the individual level is discussed in terms of diversity in representational systems. Strategic thinking at the group level looks at heterogeneity and conflict. Strategic thinking within the organisational context examines middle management involvement, the role of organisational structure, and reward and compensation systems.

Practical implications

The paper may help senior managers to develop practical interventions for improving strategic thinking in their organisations. This includes the design of appropriate selection, recruitment and development strategies as well as paying attention to group and organisational level factors that create the enabling conditions for the individual characteristics associated with strategic thinking to be utilised.

Originality/value

The paper outlines a theoretical framework of strategic thinking that integrates previous fragmented research from a number of areas and disciplines into a more comprehensive theory of strategic thinking. It represents an important antecedent to strategic decision making and may provide a key to a better understanding of organisational change phenomena and, ultimately, organisational performance and survival.

Details

Leadership & Organization Development Journal, vol. 26 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 June 2002

Fiona Graetz

In an environment characterised by flux and uncertainty, a capacity for innovative, divergent strategic thinking rather than conservative, convergent strategic planning is seen as…

20649

Abstract

In an environment characterised by flux and uncertainty, a capacity for innovative, divergent strategic thinking rather than conservative, convergent strategic planning is seen as central to creating and sustaining competitive advantage. As the case study of Communications Co. illustrates, scenario planning is one tool that many organisations, committed to redesigning their strategic planning processes, are using with some success. However, scenario planning requires both left‐ and right‐brain thinking styles. The elements of left‐brain thinking reflect the planning side of strategy making, while right‐brain thinking mirrors the thinking component of strategy making. The relationship between the factors that enable strategic thinking and the level of “emotional intelligence” of business leaders is also considered. The Communications Co. case findings appear to support the view that while strategic thinking capabilities can be nurtured and diffused through an organisation, it will need business leaders with a high degree of emotional intelligence to lead the way.

Details

Management Decision, vol. 40 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 11 September 2017

Sedigheh Salavati, Mohammad Amerzadeh, Amjad Mohammadi Bolbanabad, Bakhtiar Piroozi and Shilan Amirihoseini

Prediction of future changes and making appropriate strategic decisions require strategic thinking in any organization. It helps managers to create new opportunities. The purpose…

Abstract

Purpose

Prediction of future changes and making appropriate strategic decisions require strategic thinking in any organization. It helps managers to create new opportunities. The purpose of this paper is to measure strategic thinking and its affecting factors at Kurdistan University of Medical Sciences.

Design/methodology/approach

This is a descriptive-analytic as well as a cross-sectional study which was conducted in 2016. Its statistical community included 300 managers and personnel of Kurdistan University of Medical Sciences. The sample size was equal to statistical community. Data were collected using a standard questionnaire. Data were then entered into SPSS20 and were analyzed using statistical tests such as Freedman, Whitney and Kruskal-Wallis.

Findings

Overall, strategic thinking was evaluated “good” and “somewhat good” among managers (5.0±72.28) and personnel (6.0±25.48), respectively. Moreover, among the elements of strategic thinking, conceptual thinking obtained the highest score among both managers (6.0±06.32) and personnel (5.0±53.52), which was evaluated in a “good” level. There was a significant difference between managers’ and personnel’s strategic thinking score (p=0.001). Different education groups of managers and personnel were different in terms of strategic thinking (p<0.05), but strategic thinking score of managers and personnel were not significant based on the work experience and type of employment.

Originality/value

Although both managers and personnel received a good score in terms of strategic thinking, improving the level of strategic thinking especially for future trends and opportunities can lead to enhanced strategic thinking among managers and personnel of Kurdistan University of Medical Sciences.

Details

International Journal of Human Rights in Healthcare, vol. 10 no. 4
Type: Research Article
ISSN: 2056-4902

Keywords

Article
Publication date: 15 March 2011

Abbas Monnavarian, Gita Farmani and Hajar Yajam

This paper seeks to identify the related factors of strategic thinking and their assessment (determining the gap between “importance of the factors”, and “present situation of the…

5629

Abstract

Purpose

This paper seeks to identify the related factors of strategic thinking and their assessment (determining the gap between “importance of the factors”, and “present situation of the factors”) in Benetton Co. branches located in Iran.

Design/methodology/approach

The paper briefly reviews the literature related to strategic planning, and especially strategic thinking. Through the review of literature, some factors will be identified, and then presents statistical evidence to show their relevance and situation (the gap between present situation and optimum situation) in Benetton Co. branches located to Iran.

Findings

The findings of the research indicate that there are 12 relevant factors of strategic thinking; and difference between “importance of the factors”, and the present situation of all 12 factors in Benetton, are meaningful.

Research limitations/implications

More research needs to be conducted about the factors related to strategic thinking. Due to the fact that the research is limited to a specific company, the findings cannot be generalized. Also, it seems that relying on questionnaire can cause some limitations to the findings.

Practical implications

Although strategic planning and thinking are distinct, they are interrelated and complementary in terms of thought processes. If they sustain and support each other, effective strategic planning can be formulated and implemented.

Originality/value

The paper provides insights to different dimensions of strategic thinking and the amount of their presence in an international company working in a developing country; and the way it enhances the capacity of the company for implementation of strategic planning.

Details

Business Strategy Series, vol. 12 no. 2
Type: Research Article
ISSN: 1751-5637

Keywords

Article
Publication date: 20 June 2023

Maram Alagha, Azni Zarina Binti Taha and Mohd Nazari Bin Ismail

The purpose of this paper is to investigate the influence of the external environment on the strategic thinking dimensions in Malaysia and Palestine on the banking sector.

Abstract

Purpose

The purpose of this paper is to investigate the influence of the external environment on the strategic thinking dimensions in Malaysia and Palestine on the banking sector.

Design/methodology/approach

This paper focuses on dynamism and complexity in political and economic external environments. This study uses qualitative methodology through a comparative case study method. Purposive sampling was used to collect data from in-depth semistructured interviews with 33 bank executives from Malaysia and 17 from Palestine.

Findings

The findings revealed that the banking sector in both Malaysia and Palestine shared five common strategic thinking dimensions, including vision, creativity, conceptual thinking, futurism and opportunity. However, a sixth dimension, intent-focused, was unique to Palestinian bank executives. This study indicates that Palestine’s financial strategic thinking environment is more dynamic and complex than Malaysia’s. Additionally, the study highlights the significant influence of both microenvironments (such as types of banks) and the macroenvironment (such as political and economic situations). These findings hold important implications for decision-makers in the banking sector of both countries.

Research limitations/implications

As with many studies, this study has some limitations. First, the analysis examines only the turbulent and stable environment in the two countries by using a qualitative approach which enables the analysis of thoughts and actions and exposes the beliefs, perceptions, mental maps and structures of belief in their perceptions (Cavana et al., 2001). As such, the results are limited to a particular time, date and geographical location; thus, opinions and perceptions might be altered due to changes in the external political and economic environment. The second limitation of this work is that the case study might not be appropriate for generalization (Stake, 1978). Finally, the limited number of female participants in Palestine shows a high level of inequality compared to Malaysian participants.

Practical implications

This study explores the implication of uncertain environments at the national level on executives’ cognition and actions, links the micro- and macro-environment of the banking industry to a theoretical perspective and develops a conceptual circular model to show the effect of macro environments on bank performance. The findings offer practical contributions to the current literature, providing insights for executives to navigate a dynamic and complex banking industry.

Originality/value

This study fills the literature gap by exploring how strategic thinking dimensions triggered by macro- and micro-environments impact banking sector performance in Malaysia and Palestine.

Details

Global Knowledge, Memory and Communication, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9342

Keywords

1 – 10 of over 76000