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This systematic literature review investigates the contribution of design thinking (DT) as a process and tool to drive innovation in a sustainable built environment (SBE) and develops a new model for sustainability research integrating DT and future thinking approaches toward achieving a unified DT and foresight notion for future research and applications.

This review was based on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement. Open-access English articles published between 2000 and 2022 identified using the EBSCOhost, Emerald Insight, DOJA, JSTOR, Scopus and Taylor and Francis database searches were reviewed. The review framework deploys a previously proposed modified Ansoff matrix with an integrated innovation matrix to identify and analyze the challenges and opportunities for innovation growth in SBE. Additionally, a citation analysis was conducted to explore the impact of DT for innovation in SBE, and a proposed framework based on design by drawing on foresight theory was developed.

Research on DT for innovation in SBE faces the challenge of unanticipated impacts. According to the average number of citations per document, innovation associated with new solutions within a new context seems to become highly influential. Additionally, research gaps exist in the integration of foresight and DT into sustainability research to identify new contexts and solutions to SBE. A model of foresight design thinking (FDT) is proposed to guide future research and support the practical application of DT in sustainability.

This analysis was limited by the selection criteria as only certain keywords were used and English-only articles were selected. Future research should consider the use of DT for innovation in SBE using various important keywords, which would improve research findings and expand the contribution of DT to SBE.

The FDT model offers a new holistic framework for the iterative process of reframing and reperception, focusing on divergent and convergent thinking with the goal of contributing to SBE practices.

The integrated framework of DT and foresight can contribute to the study and development of sustainable innovation and a strategic shift toward a sustainable society.

The integration of DT, foresight and sustainability can broaden the horizons of sustainability research by systematically addressing future challenges related to SBE, which can be translated into feasible and innovative solutions. Thus, the FDT model complements the application of DT in sustainable innovation in this research field.

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.

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.

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.

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.

The purpose of this paper is to study the role of organizational forgetting in the impact of strategic thinking on the implementation of an organizational excellence model. Furthermore, the factors with main effects on the implementation success of the organizational excellence model are investigated. The two main causes of organizational forgetting, including purposefulness and randomness, along with the three main factors of strategic thinking (vision, creativity and systematic thinking) also are explored. Enablers and results, which are the two key parts of an organizational excellence model are considered as well.

A model based on structural equations is designed, in which organizational forgetting factors, strategic thinking measures and main parts of a business excellence model are incorporated based on the literature. A total of 297 Iranian companies in which an organizational excellence model had been implemented are selected for investigation. A questionnaire is designed and distributed among the experts, middle managers and top managers of these companies. Based on Cochran’s formula, the sample size of 168 is obtained, for which the response rate is 100 percent. Main statistical measures such as χ² ratio to degree of freedom, non-soft fitness index (RMSEA), fitness index (GFI) and modified fitness index (AGFI) are used to assess the performance of the proposed model.

According to the results of the statistical significance tests, the role of organizational obsessive mediators in the establishment of the organizational excellence model has been largely confirmed. Furthermore, the mediator role of organizational forgetting in the final impact of strategic thinking on implementing an organizational excellence model has been widely endorsed. Failure to use knowledge from learning, the inability of a company in coding and documenting knowledge and lack of incentives to share it are the most important factors in the forgetting of knowledge in companies.

As top managers, middle managers and experts are hard to reach due to the wide geographical spread of the organization under study, a questionnaire is designed and distributed among them. The impact of organizational forgetting on other quality management systems such as ISO 9001 and ISO 4001 needs another research to be conducted in the future.

Using new experiences, increasing the competency of employees and managers experience through organizational learning, employee and managerial assessment and organizational strategy assessment are the main practical methods for considering organizational forgetting in the process of implementing organizational excellence models.

This research addresses organizational forgetting besides strategic thinking as joint main roles for implementing organizational excellence, whereas previous research works only considered strategic thinking as a factor. Furthermore, a structural equation model is developed for appraisal of effect of different factors.

This study extends the actor–context interactionist model of individual innovation from the traditional synergetic pattern to a complementary one. The complementary perspective emphasizes the need for integration of divergence and convergence in enhancing employee's innovative work behavior. This study examines how individual working style relates to innovative work behavior through supportive noncontrolling supervision and job complexity.

The study used a time-lagged research design, collecting data through surveys from 262 employees and their immediate supervisors working in telecommunication companies of Saudi Arabia.

This study found that (1) employee with an intuitively inclined working style (e.g. a divergent predictor) engages in higher levels of innovative work behavior when supportive noncontrolling supervision or job complexity (e.g. convergent factors) is higher; and (2) the positive interactive effect of intuitive working style and supportive noncontrolling supervision on employee's innovative work behavior is stronger when job complexity is higher rather than lower.

This study provides deeper understanding of the interactionist perspective of employees' innovative work behavior. This study is the first of its kind to integrate complementary and synergistic perspectives of actor–context interactionist model of employees' innovative work behavior.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper concentrates on the inter-relationship of organizational excellence, strategic thinking, and organizational forgetting, and explores five core factors in relation to organizational excellence: vision, creativity, systematic thinking, purposefulness, and randomness. Organizational forgetting has the potential to add or subtract competitive advantage from organizations. Common ways for knowledge to be unintentionally lost is through insufficient efforts to codify it, through failing to apply learned knowledge, and though a lack of knowledge-sharing among teams.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to argue that philosophic and administrative thought have enframed (Heidegger, 1977) us to unconsciously accept technology in public administration and the bureaucracy.

It builds on literature in phenomenology.

It discusses the implications of this phenomenon for organizational decision-making, management, and governance more broadly.

It questions whether we should utilize video technology in policing, and examine technology as good or bad before implementing it.

Most of the critiques of technology were in the early 1990s. This paper attempts to explain why we implicitly accept technology, links the philosophy of Immanuel Kant to Herbert Simon, and articulates how technology shapes our thinking.

The purpose of the research is to identify the factors contributing to the formation of high-level strategic thinking ability (STA) of Chinese grassroots cadres.

Through in-depth interviews with 20 Chinese grassroots cadres with high-level STA and grounded theory method, this research explores the contributive factors for the formation of the grassroots cadres' STA from a dynamic and long-term perspective.

The formation of STA is an accumulative process based on the interaction between external factors, including wide space for activities, adequate supporting resources, demonstration of role model, and inflection point and internal drivers, including strong sense of self-actualization, high sense of responsibility, thinking enhancement skills, diverse knowledge and high openness. Moreover, the external factors play a more important role in shaping STA in the early growth stage of the grassroots cadres, while in the late stage the internal factors tend to dominate.

The study advises to offer more professional training on STA and take STA as an important factor for Chinese grassroots cadres to compete in a complex socio-political environment in the long term.

(1) This paper investigates into the STA of Chinese grassroots cadres, which are largely ignored in current literature; (2) different from the extant studies which studies the static influencing factors of STA, such as demographic variables, personal traits and organizational characteristics, this paper focuses on the dynamic and long-term factors during the growth of the cadres.

Evidence suggests habitual entrepreneurs (i.e. those with prior business ownership experience) are a widespread phenomenon. Appreciation of the existence of multiple entrepreneurial acts gives rise to the need to examine differences between habitual and novice entrepreneurs (i.e. those with no prior business experience as a founder, inheritor or purchaser of a business). This paper synthesizes human capital and cognitive perspectives to highlight behavioral differences between habitual and novice entrepreneurs. Issues relating to opportunity identification and information search, opportunity exploitation and learning are discussed. Avenues for future research are highlighted.

Probably every planner, while reading an article about managing, has felt a twinge of discomfort or gnaw of disbelief over the discrepancy between management as it is written about and management as it is practiced. According to the canons of business literary tradition, management's style and thought processes are presumed to be logical and orderly. Any MBA soon learns that top management does not behave as if it has read the right textbooks. Usually this discrepancy between real operation and literary tradition is dismissed with the Platonic argument that the real is always flawed when compared to the ideal. But last year, Professor Henry Mintzberg of McGill caused a stir in the business community by observing that the textbook version of how managers operate is a fantasy. Managers may pay lip service to planning and tables of organization, pointed out Mintzberg, but they actually function quite well in near chaos. In a subsequent article, he identified managers as holistic, intuitive thinkers “who revel in ambiguity; in complex, mysterious systems with relatively little order.” A record number of readers responded, most of them applauding Mintzberg's revelation. Professor Mintzberg has synthesized data from some evocative physiological brain experiments with his perceptions of management thought processes. Physiologists now believe that each hemisphere of the brain has special abilities. In most people (right‐handed ones) the right hemisphere controls conceptualization, intuition, synthesis, judgment. The left hemisphere employs logic, linear thinking, organizational abilities. According to Mintzberg, much of a manager's work involves such processes as following hunches in the midst of a chaotic problem‐solving process, and this indicates that managers have exceptionally well‐developed right brains. It is this “right‐brainedness” that makes great corporate strategists capable of epoch‐making leaps of conclusion. Planners and other staff aides, who Mintzberg says are left‐brained, are best suited to taking their direction from these masters of strategy and tidying up the logic in the aftermath of the conclusion. It's a rather startling concept of the planner's role, so Planning Review asked Professor Mintzberg to discuss his theories and define his sense of the true function of the planner in more detail.

The aim of this paper is to seek to reveal the familial roots of modern management thought, largely overlooked by a vast majority of management historians.

Using a hermeneutic approach, the early uses of the word “management” are analyzed, as well as the different literature where it is the most frequently employed.

“Management” does not mean primarily “business management.” Rather, the first meanings of this word refer to the family realm. As such, the development of early management thought is not a matter of technical or scientific innovation, nor is it a matter of institutional size or profit. For a long time, management practices have concerned things more than people. In the twentieth century, the principle of control comes to supersede the principles of care and self‐government.

The paper's findings call for another history of management thought, as against the too narrow histories of modern business management and the too inclusive histories of management as an ancestral and universal practice.

This research sheds light on two forgotten roots of management thought: the principles of care and of self‐government, which management practitioners could bring up‐to‐date. By presenting the family as the first locus of true “management” thought, it is an invitation to draw from domestic ways of governing.

The historical material here analyzed remains largely unknown to management historians. The method, focusing on text analysis rather than on the study of practices, remains rare in the field of management history.