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The purpose of the article was to identify the core dimensions of strategic thinking and create a measure that provides a comprehensive operationalization of the construct.

The construct validity of the measure was assessed in two studies using four samples with a total of 985 participants. The measure was created using a multi-step process that included item development and content validation, exploratory and confirmatory factor analysis, convergent and discriminant validity, criterion validity and test-retest validity.

The exploratory factor analysis (EFA) supported the existence of the three dimensions of strategic thinking (visionary, synthetic and creative thinking) as conceptually proposed. The measure was reduced to nine items. The confirmatory factor analysis (CFA) confirmed the three dimensions and revealed acceptable factor loadings and model fit. Convergent, discriminant and criterion validity were established, and the measure demonstrated acceptable test-retest reliability.

An individual's ability to think strategically is vital for making strategic decisions and relevant to upper echelon theory and strategic management. The definition and core dimensions of strategic thinking are unclear in the literature, creating confusion. This study added to the literature by defining the core dimensions of strategic thinking and developing the strategic thinking assessment (STA) to measure the construct.

Think tank dynamo Russell L. Ackoff advocates that managers scrap the way they normally approach problem solving in general and innovation in particular. He champions a process called “synthetic” thinking, a way of thinking about and designing a system that derives the properties and behavior of its parts from the functions required of the whole. His suggestions to managers for promoting creativity, innovation and better strategy are: (1) By understanding what’s happening inside and outside the organization, then by developing a vision of what the organization could be within the emerging culture and environment. Next by preparing a strategy for reaching or moving closer to that vision. (2) Through designs that lead require creativity. Creativity involves a three‐step process. The first step is to identify assumptions that you make which prevent you from seeing the alternatives to the ones that you currently see. These are self‐imposed constraints. The second step is to deny these constraining assumptions. The third is to explore the consequences of the denials. Creativity of individuals can be enhanced by practice, particularly under the guidance of one who is creative. (3) By becoming aware of the nature of the fundamental intellectual transformations now taking place and what their implications are for the future of business and management generally. And by attaching themselves to people who show creative thinking and engage with them in the process of redesigning, from scratch and with no constraints, the systems they manage.

Any reasonably advanced practice is a blend of rational thinking, thinking structured by concepts and numerical representations rendering the world static and immovable, and intuitive thinking, a mode of knowing operating “in‐between” concepts and representations and, therefore, are apprehending the fluid and fleeting nature of being. When moving from being a novice to an expert practitioner, the actor must both appropriate rational thinking and increasingly, as experience is acquired, draw on intuitive thinking. For the novice, the concern is however that intuitive thinking is complicated to articulate or represent but is primarily acquired through years of experience and practice. The paper seeks to discuss practice as a term that includes both these two elements of thinking.

The paper uses empirical examples from nursing work, financial trading, and scientific research to further develop the concept of practice.

The paper suggests that “skilled coping” of expert practitioners are examined as a gradual appropriation and combining of rational and intuitive thinking. The difficulty of becoming a skilled practitioner is, inter alia, to acquire inarticulate know‐how through collaboration with experienced peers.

The paper seeks to discuss the concept of practice based on process philosophy underlining the distinction between rational and intuitive thinking, yet emphasizing their mutual constitution in the domain of practice. The concept of practice is thus anchored in a solid theoretical framework capable of exploring some of the difficulties involved in acquiring expert skills.

The collapse of the sub‐prime mortgage market parallels several earlier failures within the financial services sector, begging the question why the lessons of past failures were not learned. Throughout history from the tulip bulb crisis of the 1600s to the most recent economic crisis, decision‐makers keep making the same mistakes. This occurs in part because of a failure to recognize similarities between past and current events. This conceptual paper aims to use systems dynamics tools to examine the crisis and illustrate how seemingly independent events are linked.

The paper provides a fundamental review of systems thinking concepts and uses a tool of systems dynamics, causal loop diagrams (CLD), to provide a visualization of the dynamics of the sub‐prime market collapse over time. This approach provides insights that traditional analytic methods do not, which should be beneficial in understanding future cases where speculative demand drives behavior.

The paper uses the CLD tool to understand the evolution of the recent financial crisis. It finds that the dynamics of the collapse closely mirror many historic financial disasters (the paper cites several) and proposes the fundamental CLD of this phenomenon be elevated to a special category of the “limits to growth” archetype model. The paper makes this recommendation in the hope it will allow investors and policy makers to quickly recognize future speculative events when they happen again.

This paper argues that, despite the surface level uniqueness and complexity of the recent economic collapse, there is an underlying simplicity that links the recent collapse with speculative boom/busts going back over 400 years. The representation that the paper develops applies the language of systems thinking to the most recent financial crisis. A mental model of this system and the corresponding systems structure can be used to not only understand what happened, but also inform decision‐makers when similar speculative behavior occurs in the future.

This paper aims to explore the use of a design process of inquiry that incorporates both deep customer insight (DCI) and traditional market research (TMR) in an ill-defined, complex current market opportunity to generate new business opportunities for firm-based innovation.

The paper reports on an empirical research case study conducted within a multi-national insurance agency looking at the shift in mobility in Australia. Data were collected across seven distinct research phases, all of which used TMR and DCI techniques for joint comparison.

The findings revealed that TMR and DCI methodologies developed both contradictory and complementary research outcomes. These outcomes saw rise to newly generated novel business model concepts for market entry opportunity from the case study firm.

The theoretical outcome of this study is the design thinking DCI framework providing guidance on appropriate implementation of research methods to respond to complex market opportunity.

DCI methods used in conjunction with TMR can provide early stage market opportunity assessment for firms seeking to innovate from a customer perspective.

This is the first paper to apply a design approach, combining TMR and DCI methods to a complex market opportunity rather than a tangible problem. In addition, it also contributes to the emerging field of DCI methodologies by providing a practical examination of their use in the field.

It has been claimed that the prosperity of an organization does not lie in its tough management program or management tools, but in its cultural elements rooted in an organization and its distinctive corporate culture. Asks how organizations can fully inspire the passion of all employees and deploy their strengths and talents and what organizations can do to assist employees in pursuing their career path. In order to survive and thrive, any organizations, independent of their size, should form their own beliefs, values and work ethics. Presents the SAE 8C corporate culture model, which has a strong base of ancient Chinese wisdom of The Analects of Confucius. This model influences the employee step‐by‐step in a progressive way and has four levels: infancy, childhood, adulthood, and parenthood. Describes also another add‐on self‐initiated continuous benchmarking process, the SAE 6C self‐actualization, used for further self‐advancement.

In a time of global recession and customers' pejorative perceptions of financial products, international banks need to understand the determinants of behavioral intentions of high‐net‐worth individuals when considering business tactics for capturing the lucrative wealth management services (WMS) markets. This paper aims to build a predictive model using the theory of planned behavior to determine behavioral intentions of Taiwanese nationals based in the People's Republic of China (the PRC) in respect of their choice and decisions about WMS providers.

Two‐phased sequential mix methods, based on the theory of planned behavior, are employed to investigate factors that influence the choice of wealth management services providers by Taiwanese based in the PRC. An elicitation study plus three pilot tests were administered for questionnaire development, refinement and finalization. The main study employs a cross‐sectional study of Taiwan home nationals resident in China.

A cross sectional study of 227 Taiwanese nationals based in the PRC indicated that “Feeling of trustworthiness”, “Provision of flexible services”, and “Feeling of cultural affinity” are the most crucial among the ten factors related to their intentions and decision making about choice of WMS providers.

The results point to managerial implications of banks' identity, deployment of expatriates, brand‐image position and a regional portfolio platform for bank management to consider entry strategies into the PRC.

This research is the first empirical study in investigating the attitudinal dynamics on wealth management services and their implications to international banks in the PRC.