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The purpose of this paper is to propose a holistic set of thinking or cognitive skills for professionals, managers, and executives to stay relevant in a digital economy.

The viewpoint is based on more than 20 years of experience gained working with multinational companies and public sector organizations across various industries in Asia.

To stay relevant in a digital economy, there is a need to develop a holistic set of cognitive skills such as design thinking, process thinking, systems thinking, futures thinking, and creative thinking that complements technical and people skills.

The paper provides senior human resources practitioners with suggestions on a holistic set of thinking skills that complements technical and people skills to help manage organizational capabilities and develop talents to stay relevant in a digital economy.

The paper provides senior human resources practitioners with suggestions on a holistic set of thinking skills that complements technical and people skills to help manage organizational capabilities and develop talents to stay relevant in a digital economy.

This paper contributes to the existing literature on human resource development by providing insights on a holistic set of thinking skills that are needed in a digital economy.

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.

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.

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.

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.

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.

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.

This paper aims to review the history of critical thinking as a seminal and foundational skill for small groups. The paper shows that much of the team research focuses on the elementary functions of decision‐making processes, task fulfilment, and project management. Virtual teaming research adds some of the complexities introduced by working in and between cultures, across time zones and related difficulties in coordination and meaning‐making activities for the virtual team.

The paper seeks to review the definitions of critical thinking, and review the literature relative to small group activities and the impacts and requirements of critical thinking for effective team functioning. The notion of reflective journaling is introduced as a way in which to introduce improved critical thinking into the organization at the level of the individual for performance organizational performance.

The paper finds that critical thinking within teams will improve organizational performance. It will also enhance any training and development initiatives. The topic is introduced as an information analysis of the field of critical thinking, and its impact on individuals working in teams. Authorial content is presented which can become the elements of a critical thinking checklist for team practitioners in the organization to enhance critical thinking at the individual, organization and societal levels.

In this paper useful ideas for established or “to be established” teams and improving performance are shown.

This article is a conceptual framework and literature review on strategic thinking. It examines some of the more recent definitions and identifies a number of key elements involved. Further analysis determines a number of situations that can improve strategic thinking capability in individuals and considers whether organizations can successfully adopt its conclusions to develop their managers and improve the business. The article briefly discusses the relationship between strategic thinking, strategic planning and emergent strategy and suggests that strategic thinking needs to precede both and is essential in making them more appropriate and effective. The authors believe that the greater the sum total of strategic thinking and thinkers in the organization the more readily and effectively it can respond to and take advantage of the vast array of changes occurring in today’s business environment. However, despite the significant levels of delayering and flattening of structures that has taken place in the last decade or so, some organizational barriers continue to stifle opportunities for strategic thinking by limiting the flow of experiences and insights to relevant corners of the firm. The authors suggest that knowledge management can have a significant role in increasing and improving strategic thinking by drawing such experiences and insights from all parts of the organization and making them available to points of strategic decision and action.

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 study was to examine how well a strength-based program grounded in positive psychology principles can advance the practical critical thinking skills of those pursuing the teacher training course.

This study used a single-group pre-test post-test design with 35 teacher-trainees from the Bachelor of Education course. The two-and-a-half-week strength-based program used the values in action survey to identify strengths. Pre- and post-test scores, measured with the Cornell Critical Thinking Test – Level Z, underwent Statistical Package for Social Sciences analysis including paired samples t-test for subcomponent and overall composite analysis.

Analysis of the pre- and post-test scores demonstrated a statistical significance in the critical thinking scores obtained by the teacher-trainees. Post-test scores were consistently significant. Out of the elements of critical thinking, induction, meaning, observation and credibility were more prominent. Deduction and assumption identification were also having a significant effect.

Most critical thinking programs focus on evaluating specific teaching methods for improving critical thinking skills. In education, positive psychology studies often center on students’ well-being, attention spans and academic success, aligning with wellness programs. Despite the importance of strengths in positive psychology, there is a lack of research on using a strength-based approach to boost critical thinking skills. This study aims to enhance teacher-trainees’ critical thinking by leveraging their individual strengths, moving away from traditional instructional strategies.

The purpose of this paper is to describe a theoretically based coding framework for an integrated analysis and assessment of critical thinking in online discussion.

The critical thinking assessment framework (TAF) is developed through review of theory and previous research, verified by comparing results to previous research, and checked for reliability by comparing results for multiple coders.

Although process, structure, and quality of online discussions are assessed independently, a standard framework integrating these aspects for comprehensive assessment of critical thinking in online discussions is not found in literature review. The critical TAF described here offers a reliable and valid tool for integrating process, structure, and quality to assess critical thinking in online discussions.

The critical TAF serves as a methodological tool for assessing critical thinking in online discussion. Further research should further assess the validity and reliability of this tool and should integrate the framework with assessments for other aspects of discussion such as social or instructor presence.

The implementation of the critical TAF in future studies will ultimately help identify online educational activities and tools which best support development and application of critical thinking skills. Furthermore, it might be used to assess critical thinking of individual participants or small groups in a discussion.

The critical TAF described in this paper provides a valid and reliable tool for integrated assessment of the process, structure, and quality of critical thinking in online discussions.

Explains that many prestigious bodies, including the American Assembly of Collegiate Schools of Business and the Accounting Change Commission, have asked accounting educators to improve their students’ critical thinking skills. Suggests that the literature contains few examples of how to apply such skills in an accounting environment and how to teach such skills as efficiently as possible. Explains and provides examples of such critical thinking skills. Shows how to incorporate such skills in the classroom.

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.

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.