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Journal articles on the topic 'Organizational strategic thinking'

Author: Grafiati

Published: 7 June 2025

Last updated: 2 August 2025

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1

Goldman, Ellen F., Andrea R. Scott, and Joseph M. Follman. "Organizational practices to develop strategic thinking." Journal of Strategy and Management 8, no. 2 (2015): 155–75. http://dx.doi.org/10.1108/jsma-01-2015-0003.

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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 thinki

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Goldman, Ellen F., Andrea R. Scott, and Joseph M. Follman. "Organizational Practices to Develop Strategic Thinking." Academy of Management Proceedings 2015, no. 1 (2015): 12781. http://dx.doi.org/10.5465/ambpp.2015.12781abstract.

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Al-Abbadi, Lina, Mohammad A.K Alsmairat, Rawan Alshawabkeh, and Amani Abu Rumman. "The impact of strategic thinking on organizational excellence: An empirical examination in Jordan’s ICT sector." International Journal of Data and Network Science 8, no. 2 (2024): 1169–78. http://dx.doi.org/10.5267/j.ijdns.2023.11.017.

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This study empirically examines the impact of strategic thinking on organizational excellence in Jordan's Information and Communication Technology (ICT) sector. Adopting a quantitative methodology, this study surveys a sample of 270 individuals drawn from various ICT companies across Jordan. Utilizing Structural Equation Modeling (SEM) with Partial Least Squares (PLS) for analysis, the study investigates the effects of different dimensions of strategic thinking on organizational excellence. The findings reveal that among the dimensions studied, dynamic and systematic thinking significantly and

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D. Alshrari, Abdullah, Mahmoud M. Al-Ajlouni, and Mohamed Ali Saad. "Organizational Pride Mediating Strategic Thinking and Sustainable Innovation: A Study on the Saudi Postal Corporation." European Journal of Sustainable Development 14, no. 2 (2025): 511. https://doi.org/10.14207/ejsd.2025.v14n2p511.

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Through its application to the Saudi Postal Corporation in Jeddah, Saudi Arabia, this study aimed to determine the mediating role of organizational pride in connecting strategic thinking and innovative behavior. The researcher used a descriptive analytical approach in this study, gathering theoretical data from library sources, in addition to designing a questionnaire consisting of (37) phrases that were distributed to (311) individuals working in the Saudi Postal Corporation in Jeddah, the study's hypotheses were tested and data was analyzed using the statistical software for social sciences

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Naeem Hamish, Fatima, and Saadoun Mohsen Salman. "Strategic Thinking and Its Impact on Organizational Compatibility: An Analytical Study In The Iraqi Media Network." Journal of Economics and Administrative Sciences 30, no. 144 (2024): 14–27. https://doi.org/10.33095/zjk7m357.

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Purpose: This research aims to achieve the most critical objective: to reveal the relationship between strategic thinking and organizational compatibility in the Iraqi Media Network. Theoretical Framework: In light of what researchers (Srivastava, S., & D’Souza, 2021) and (Nafei, 2017)have stated, this study provides practical guidelines for improving strategic thinking in the face of challenges and difficulties to enhance organizational compatibility. Design/Methodology/Approach: The study aimed to analyze the data of employees in the Iraqi Media Network (2024) using strategic thinking an

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Self, Dennis R., Terry Self, Tish Matuszek, and Mike Schraeder. "Improving organizational alignment by enhancing strategic thinking." Development and Learning in Organizations: An International Journal 29, no. 1 (2015): 11–14. http://dx.doi.org/10.1108/dlo-08-2013-0053.

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JENNY, LYN E. FIRMAN. "Organizational Strategic Thinking of School Heads and Collective Efficacy of Teacher." International Journal of Novel Research in Education and Learning 12, no. 2 (2025): 63–67. https://doi.org/10.5281/zenodo.15249458.

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<strong>Abstract:</strong> This study is aimed to find out the relationship between organizational strategic thinking of school heads and collective efficacy of teacher. This study utilized the non-experimental quantitative research design using descriptive technique involving teachers in Sarangani District of Davao Occidental Division, Philippines. The study was conducted on the second semester of School Year 2024-2025. Research instruments on organizational strategic thinking of school heads and collective efficacy of teacher were used as source of data. Using mean and pearson-r as statistic

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Tamjid, Hassan, and Javid Rakhshani. "Strategic Flexibility and Organizational Ambidexterity: The Mediating Role of Critical Thinking." European Journal of Studies in Management and Business 24 (December 2022): 53–61. http://dx.doi.org/10.32038/mbrq.2022.24.04.

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The purpose of the present research was to investigate the effect of strategic flexibility on organizational ambidexterity and the mediating role of critical thinking in the sporting goods industry. Data was collected using a questionnaire distributed online among the employees of this industry, and 203 questionnaires were collected over a period of six months. The results showed that strategic flexibility is a significant positive predictor (0.63) of organizational ambidexterity. In addition, critical thinking significantly moderates the effect of strategic flexibility on organizational ambid

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Tamjid, Hassan, and Javid Rakhshani. "Strategic Flexibility and Organizational Ambidexterity: The Mediating Role of Critical Thinking." European Journal of Studies in Management and Business 24 (October 19, 2022): 53–61. https://doi.org/10.32038/mbrq.2022.24.04.

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The purpose of the present research was to investigate the effect of strategic flexibility on organizational ambidexterity and the mediating role of critical thinking in the sporting goods industry. Data was collected using a questionnaire distributed online among the employees of this industry, and 203 questionnaires were collected over a period of six months. The results showed that strategic flexibility is a significant positive predictor (0.63) of organizational ambidexterity. In addition, critical thinking significantly moderates the effect of strategic flexibility on organizational ambid

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Khaddar, Hider Samir, and Dr Alia Saied Abbas. "STRATEGIC THINKING AND ITS IMPACT ON ORGANIZATIONAL INNOVATION." International Journal of Transformations in Business Management 12, no. 02 (2022): 28–49. http://dx.doi.org/10.37648/ijtbm.v12i02.002.

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The research aims to test the relationship of strategic thinking as an independent variable with organizational Innovation as a responsive variable, and the researcher set out to identify the problem and expressed it with a number of questions, the most prominent of which were (Is there an effect of strategic thinking on organizational Innovation?), and what is the nature of the relationship between the variables and does one affect the other? What is the nature of the relationship between the variables and does one affect the other? . The research aimed to answer these intellectual questions

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Bikmetov, Evgeniy, Natalya Galimullina, Igor Ruvenny, Zarina Sizonenko, and Roman Sizonenko. "Strategic thinking as a factor of sustainable development of the organization." E3S Web of Conferences 208 (2020): 07008. http://dx.doi.org/10.1051/e3sconf/202020807008.

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The article reveals the methodological foundations of the effective staff training and identifies the influence directions of organizational training on the strategic thinking formation. In the changing world in which crises become a natural phenomenon and the long-term planning is difficult, strategic thinking is actualized. Strategic thinking is based on the ability to interact with future, understand the changes and transform it into concrete strategic actions. Result of overcoming the crisis is determined by the ability of the company’s management to find the right balance between defensiv

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Alatailat, Maher, Hamzah Elrehail, and Okechukwu Lawrence Emeagwali. "High performance work practices, organizational performance and strategic thinking." International Journal of Organizational Analysis 27, no. 3 (2019): 370–95. http://dx.doi.org/10.1108/ijoa-10-2017-1260.

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Purpose Drawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country. Design/methodology/approach Utilizing cross-sectional data

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Kazmi, S. Asiya Z., Marja Naarananoja, and Juha Kytola. "Harnessing New Product Development Processes through Strategic Thinking Initiatives." International Journal of Strategic Decision Sciences 6, no. 3 (2015): 28–48. http://dx.doi.org/10.4018/ijsds.2015070103.

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This paper evaluates the role of strategic thinking to support multinational organization's new product development initiatives. Furthermore, it emphases how organizational commitment to empower its work team's leadership capability can be highlighted in the form of weak areas through specialized survey. The research outcomes highlighted the gaps in the subject organization's NPD initiatives through drawing attention to the grey areas present in the overall corporate strategic leadership environment of its three targeted work locations (i.e. Finland, the UK, and -Norway). Such areas include th

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Ershadi, Mohammad Javad, and Rouhollah Eskandari Dehdazzi. "Investigating the role of strategic thinking in establishing organizational excellence model." TQM Journal 31, no. 4 (2019): 620–40. http://dx.doi.org/10.1108/tqm-05-2018-0062.

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Purpose 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 excelle

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Grace Olubisi, Makinde, Olubiyi Timilehin Olasoji, Okoro Lawrita Uloaku, and Abosi Ezinne. "Assessing Strategic Thinking and Teaching Hospital Performance Post-Pandemic: A Survey from Nigeria." Asian Journal of Engineering, Social and Health 2, no. 10 (2023): 1196–207. http://dx.doi.org/10.46799/ajesh.v2i10.151.

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The post-pandemic business landscape in Africa is characterized by organizational non-performance, employee attrition, lack of resilience, and strategic thinking in recent times. It continues to generate public discussion, concerns, and scientific interest because of its negative impacts. The coronavirus pandemic has also heightened these concerns; though, organizations continue to grapple for ways to improve performance. However inadequate strategic thinking is prevalent and has not received adequate attention post-pandemic, particularly in Nigeria the giant of Africa owning to the population

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Meneses, Benita Aquino. "Determinants of Organizational Culture and Lean Thinking: Basis of a Post Pandemic Strategic Planning in Distribution and Retail Chain of Stores." Journal of Business and Management Studies 3, no. 2 (2021): 185–96. http://dx.doi.org/10.32996/jbms.2021.3.2.19.

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The study's goal was to give stakeholders information drawn from employees' lean thinking on organizational culture during a hostile moment, as well as to produce a strategic planning idea for the distribution and retail chain of outlets. To discover significant facts about the topic, a descriptive survey with a mixed qualitative and quantitative research approach was used. Employees of ten (10) corporations involved in distribution and retail chain stores in Metro Manila were polled for information, to learn about substantial and minor variances in employees' attitudes toward lean thinking in

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Msusa, Kennedy Ngwende, and Taonaziso Chowa. "Establishing a strategic thinking approach at the University of Zambia." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 5 (2020): 307–17. http://dx.doi.org/10.20525/ijrbs.v9i5.828.

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The purpose of this study was to establish the use of strategic thinking variables in a public university, the University of Zambia. Nine constructs of strategic thinking variables in this study are framed as strategic thinking general, thinking in time, intently focused, systems perspective, intelligent opportunism, hypothesis-driven, reframing, reflecting, and environmental analysis. A qualitative research design encompassing a review of documents and archival records, direct observation, and sense-making informed the evidence gathered in this study. The pre-strategic thinking phase covers t

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Edewhor, Vincent, and Okuwa Okoh. "Analysis of the Impact of Strategic Thinking on Organizational Performance of Manufacturing Firms in Delta State Nigeria." Journal of Policy and Development Studies 16, no. 1 (2024): 367–77. http://dx.doi.org/10.4314/jpds.v16i1.22.

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This study was carried out to examine the analysis of the impact of strategic thinking on organizational performance of manufacturing firms in Delta State, Nigeria. The objective of the study was to examine the impact of strategic thinking on organizational performance of manufacturing firms in delta State Nigeria. Structured questionnaire was used to obtain primary data from the employees of the manufacturing organizations, namely, Asaba Textile Mill Ltd, Coca-Cola Nigeria Plc, and Delta Glass Nigeria Plc. The hypotheses formulated were subjected to statistical tests using Regression analysis

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Wrigley, Cara, Erez Nusem, and Karla Straker. "Implementing Design Thinking: Understanding Organizational Conditions." California Management Review 62, no. 2 (2020): 125–43. http://dx.doi.org/10.1177/0008125619897606.

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The advent of design thinking as a tool for innovation has led to its adoption in a range of organizations. While proponents of design thinking continue to focus on the principles and practices of their method, little is known on the organizational conditions required for design thinking to attain a long-term impact. This article explores seven empirical case studies to identify the conditions required in organizations seeking to integrate design. It identifies four conditions—strategic vision, facilities, cultural capital, and directives—and examines their relationships.

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Fairholm, Matthew R., and Michael Card. "Perspectives of strategic thinking: From controlling chaos to embracing it." Journal of Management & Organization 15, no. 1 (2009): 17–30. http://dx.doi.org/10.1017/s1833367200002856.

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AbstractThere is an increasing focus in today's organization on measuring results and calculating return on investment. Efforts of administrators today to control organizational endeavors are essential and generally aligned with current best practices. Control mechanisms, however, ultimately prove to be only part of the puzzle. Strategic planning, encompassing such activities as planning, performance measurement, program budgeting, and the like, has proven to be very useful but limited. It is a technical fix that gets at only part of the question of organizational effectiveness and only deals

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Fairholm, Matthew R., and Michael Card. "Perspectives of strategic thinking: From controlling chaos to embracing it." Journal of Management & Organization 15, no. 1 (2009): 17–30. http://dx.doi.org/10.5172/jmo.837.15.1.17.

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AbstractThere is an increasing focus in today's organization on measuring results and calculating return on investment. Efforts of administrators today to control organizational endeavors are essential and generally aligned with current best practices. Control mechanisms, however, ultimately prove to be only part of the puzzle. Strategic planning, encompassing such activities as planning, performance measurement, program budgeting, and the like, has proven to be very useful but limited. It is a technical fix that gets at only part of the question of organizational effectiveness and only deals

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Sumairah, Sayeeda, and Edaiay Zainon. "Comparative Analysis of Systems Thinking Application and Its Impact on Organizational Effectiveness in Sharia Banking." Journal International Economic Sharia 1, no. 3 (2024): 175–89. https://doi.org/10.69725/jies.v1i3.144.

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Objective; Lack of ability in Sharia banking institutions to understand the systems of an organization, so that the organization is less effective. It delves into the impact of systems thinking on multiple dimensions of organizational performance such as decision-making, adaptability, strategic planning, employee performance etc.Methods; The study uses a cross-sectional survey design with primary data collected from a self-administered questionnaire distributed to employees across four Sharia banking institutions located in Indonesia, Malaysia, Pakistan and Yemen. The sample is reflected by lo

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Sorrell, Constance S., and Joseph F. Lewis. "VDOT Is Moving in a New Direction: How Virginia’s Department of Transportation Is Using Strategic Management To Revamp Its Entire Operation." Transportation Research Record: Journal of the Transportation Research Board 1649, no. 1 (1998): 115–23. http://dx.doi.org/10.3141/1649-14.

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Leaders within Virginia’s Department of Transportation (VDOT) realized that the department would not be able to meet future challenges if it relied only on tactical responsiveness. VDOT embarked on a strategic management effort focused on shifting the organization’s culture to strategic thinking and customer responsiveness. The change effort began by drafting a new organizational vision, using purpose, mission, and values statements as guidelines for thinking strategically and meeting organizational goals. VDOT determined critical success factors and established performance measures to monitor

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Dufour, Yvon, Peter Steane, and Anne Marie Corriveau. "From the organizational life-cycle to “ecocycle”: a configurational approach to strategic thinking." Asia-Pacific Journal of Business Administration 10, no. 2/3 (2018): 171–83. http://dx.doi.org/10.1108/apjba-05-2018-0095.

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Purpose The purpose of this paper is to build on the configurational approach to strategic thinking – with the “écocycle” framework – to advance the understanding of the organizational life cycle. This integrative approach brings new insights into the dynamism of organizational life cycle. Design/methodology/approach This framework builds on analysis of the literature on organizational life cycle and extensive consulting and teaching experience with business executives. Findings The framework highlights the complex and dynamic nature of thinking and decision making in organizations. It suggest

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Schreuder, Rino, and Simon Noorman. "Strategic talent management: creating strategic value by placing top talents in key positions." Development and Learning in Organizations: An International Journal 33, no. 1 (2019): 1–4. http://dx.doi.org/10.1108/dlo-09-2018-0120.

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Purpose This paper aims to argue that traditional talent management practices cannot lead to organizational excellence. Design/methodology/approach On the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach. Findings Strategic talent management should align and mutually reinforce business development and personal development to enhance strategic success. Research limitations/implications Increasing dynamics and agility in business require HR-professionals to really master strategic thinking and practic

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Salim, Togayev, and Ergashev Jasur. "PECULIARITIES OF ORGANIZATIONAL STRATEGY FORMATION." Educational Research in Universal Sciences 2, no. 1 (2023): 459–64. https://doi.org/10.5281/zenodo.7612792.

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De Azevedo, Pedro Henrique Dutra de Abreu Mancini, and Simone Vasconcelos Silva. "Coupling business models and business strategies to strategic thinking: a strategy-as-practice perspective / Acoplar modelos de negócio e estratégias empresariais ao pensamento estratégico: uma perspectiva de estratégia como prática." Brazilian Journal of Business 3, no. 5 (2021): 3750–68. http://dx.doi.org/10.34140/bjbv3n5-018.

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In this paper we make an investigation to examine how the business model and business strategy concepts are used as a strategizing device into managers’ strategic thinking process from the strategy-as-practice perspective. An action research method was applied in four Brazilian companies. We have collected empirical evidences that suggest that fitting the business model and the business strategy concepts appropriately into managers’ strategic thinking raises the chances that this process becomes more creative at the individual and at the organizational level. As opposed to other academic defin

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Barkova, Kateryna. "Integrating creative thinking into innovation-oriented management strategies." Ukrainian Journal of Applied Economics and Technology 2025, no. 2 (2025): 213–16. https://doi.org/10.36887/2415-8453-2025-2-43.

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In the context of accelerating technological change and rising market complexity, this article examines the critical role of creative thinking in enhancing innovation-oriented management strategies. While traditional managerial frameworks have emphasized efficiency and control, modern organizations increasingly recognize that creativity is foundational for fostering long-term innovation, strategic adaptability, and sustainable growth. The study synthesizes insights from global management literature and empirical evidence to argue that creative thinking—when effectively integrated into strategi

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Srivastava, Saurabh, and Derrick D’Souza. "An empirical examination of the relationship between managerial strategic thinking and absorptive capacity of the organization." Journal of Strategy and Management 13, no. 1 (2019): 51–71. http://dx.doi.org/10.1108/jsma-05-2019-0077.

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Purpose Recently, researchers have highlighted the limited attention that has been devoted to managerial capabilities as micro-foundational elements of absorptive capacity. Strategic thinking is one such managerial capability that guides managers during the development of organizational capabilities. The purpose of this paper is to empirically investigate the influence of managerial strategic thinking on the development of absorptive capacity. Design/methodology/approach Data were collected using a sample of 324 senior-level and mid-level managers from the software industry. PLS-SEM was used t

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Shamkhi, Muhammad Yahya, and Khalid Mahdi Saleh. "The Impact of Strategic Thinking on Organizational Excellence an Analytical Model for the National Security Advisory." Revista de Gestão Social e Ambiental 17, no. 7 (2023): e03624. http://dx.doi.org/10.24857/rgsa.v17n7-016.

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Purpose: The aim of the research is to diagnose the level of awareness of human resources in the organization, the research sample, of the contents of strategic thinking, and to indicate the extent to which the researched organization possesses strategic thinking and invests it in work realistically. Theoretical framework: The theoretical framework of the research is represented by highlighting the research problem and developing hypotheses that are temporary solutions to the problem. In order to obtain the results, a sample of (95) employees of the National Security Advisory Council were sele

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Hassan, Haidar Harbi. "THE IMPACT OF STRATEGIC THINKING AND ITS ROLE IN ACHIEVING OUTSTANDING PERFORMANCE." American Journal Of Social Sciences And Humanity Research 4, no. 10 (2024): 190–231. http://dx.doi.org/10.37547/ajsshr/volume04issue10-16.

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This research aims to identify the extent to which banking facilities employ strategic thinking and the factors that contribute to their exceptional performance. The five dimensions of strategic thinking perspective, systemic, nonlinear, time, and participation are essential for any organization's survival, improvement, and expansion. Research is vital since it will help produce new ideas and facts by combining the study of several subjects (such as exceptional performance and strategic thinking) and diagnosing the interaction of variables. The hypothesis was based on the main points: Research

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Agrizat, Ahmad, and Younes Megdadi. "The Relationship Effect of Organizational Climate In between Strategic leadership and Organizational Innovation at Private Hospitals in Amman." International Review of Management and Marketing 15, no. 3 (2025): 38–45. https://doi.org/10.32479/irmm.18372.

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This research aimed to identify the relationship effect of organizational climate role between strategic leadership and organizational innovation in Jordanian private hospitals. A quantitative and descriptive analytical approach was employed, with the research population consisting of hospitals with more than 50 beds, totaling 29 out of 48 hospitals. The sample was selected using a stratified sampling method, comprising hospital workers, specifically managers and heads of departments in middle management, with a total of 432 individuals (170 managers and 262 department heads). Data were collec

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Alsheikh, Ghaith Abdulraheem Ali, Sahar Moh’d Abu Bakir, and Amro Alzghoul. "The impact of TQM on organizational learning: The moderating role of strategic thinking at Jordanian SMEs." Uncertain Supply Chain Management 11, no. 2 (2023): 473–80. http://dx.doi.org/10.5267/j.uscm.2023.3.002.

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In the workplace of the twenty-first century, there has been a rise in interest in organizational learning. The purpose of this research is to add to the body of knowledge regarding organizational learning, by analyzing how TQM affects organizational learning. Also in this study, we intend to indicate the influence of strategic thinking as moderator on the relationship between TQM and organizational learning. Data were gathered from respondents (N = 306) who were employed in industrial sectors and registered with the Amman stock exchange in Jordan. Furthermore, the study results support the as

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Fegh-hi Farahmand, Nasser. "Active Improvement Management of by Patterns of Active Thinking." Case Studies in Business and Management 1, no. 1 (2014): 1. http://dx.doi.org/10.5296/csbm.v1i1.5225.

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Most likely, management by patterns of active thinking will quantify success in many ways. The importance of strategic, long-term policy and active improvement management is very clear to improvement. The importance of strategic, long-term policy and active improvement management is very clear to improvement. Active managers like to follow a similar and routine active behavioral pattern. Active improvement management, normally taken, as a part of active improvement, therefore also tends to run in cycles of around last years. The importance and growth of the products and services reviewed that

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Hasan, Ali Mohaisen Hamidreza Mirsafian Masoud Naderian Jahromi. "Effect of Organizational Intelligence Educational Intervention on the Job and Organizational Variables in Sports Managers." Multicultural Education 7, no. 8 (2021): 201. https://doi.org/10.5281/zenodo.5177196.

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<em>The present study aimed to investigate the effect of organizational intelligence educational intervention on sports managers' job and organizational variables. The research method was quasi-experimental with a pre-test, post-test design and the follow-up with a control group. The present study population included all managers and deputies of the Faculty of Physical Education and Sports Administration at Al-Mustansiriya University selected using the convenience sampling of 20 individuals which were then randomly assigned into two groups - experimental (10 participants) and control (10 p

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BERTEA, Oana Ofelia, Alexandra-Maria COROIAN, Andrei Alexandru LĂCRARU, Izabela POPESCU, and Larisa IVAȘCU. "STRATEGIC MANAGEMENT IN SMALL BUSINESSES DURING COVID-19." Review of Management and Economic Engineering 20, no. 3 (2021): 228–37. https://doi.org/10.71235/rmee.109.

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During the pandemic period, strategic planning and thinking are very important elements for continuing the organizational activity. These activities are part of the strategic management that is approached in most organizations. Strategic planning is the input for strategic thinking. Planning is the analytical part, it includes a series of procedures and control mechanisms that are used in the development, implementation, and monitoring of competitive strategies. In other words, strategic planning revolves around strategic thinking or strategy setting. During the covid-19 pandemic every company

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Matete, Margadline Nalisi, and James M. Kilika. "The role of organizational culture dimension in business recovery: a post Covid-19 perspective in the hotel industry in Kenya." International Journal of Research in Business and Social Science (2147- 4478) 12, no. 9 (2023): 144–59. http://dx.doi.org/10.20525/ijrbs.v12i9.3050.

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The study investigated the role played by the dimensions of organizational culture in a strategic management process to help organizations in the hotel industry realize business recovery in a post-COVID-19 period. The conceptualization of the study relied on the strategic thinking lens preceding strategic management processes to situate the role of organizational culture in the strategic management processes undertaken at the strategy formulation phase. The element of organization's mission was argued to be the relevant practice for anchoring culture into the strategy formulation process. Four

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YU Jiang. "Strategic thinking in designing the organization of personnel management." Economic Analysis: Theory and Practice 24, no. 3 (2025): 128–38. https://doi.org/10.24891/ea.24.3.128.

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Subject. The article addresses the concept of strategic understanding and design of organizational structure that have a significant impact on human resource management. Objectives. The study aims to explore tools for analyzing and evaluating the internal structure of organizations and their impact on the dynamics of corporate development. Methods. The study employs general scientific methods. Results. I considered the adaptation of organizational forms to the conditions imposed by modern market trends, which contributes to the development of a strategic model of human resource management; ana

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de Mozota, Brigitte Borja, Hervé Collignon, and Steinar Valade‐Amland. "Designence® 2.0: Strategic Design for a Responsible Future in Action." Design Management Review 35, no. 1 (2024): 46–56. http://dx.doi.org/10.1111/drev.12383.

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Design, design management and design thinking as drivers of innovation and as means to enhance organizational performance are only now, however slowly, being taken seriously by private sector service providers and manufacturing industries, the public sector, and third sector organizations.Like everything else, the field of design changes to keep pace with the world around us. Learn about a unique tool that facilitates an examination of an organization's vision and mission in relation to the powers of design.

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Ershadi, Mohammad javad, and Dehdazzi Rouhollah Eskandari. "Investigating the Role of Strategic Thinking on the Establishing of Organizational Excellence Model: A Moderating Role of Organizational Forgetting." TQM Journal 31, no. 4 (2019): 620–40. https://doi.org/10.1108/TQM-05-2018-0062.

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Purpose: In this research, the role of organizational forgetting in the impact of strategic thinking on the implementation of an organizational excellence model is studied.&lrm; Furthermore, the factors with main effects on the implementation success of the organizational excellence model are investigated.&lrm; 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.&lrm; Enablers and results, which are the two key parts of an organizational

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Kazmi, Syeda Asiya Zenab, and Marja Naaranoja. "Cultivating Strategic Thinking in Organizational Leaders by Designing Supportive Work Environment!" Procedia - Social and Behavioral Sciences 181 (May 2015): 43–52. http://dx.doi.org/10.1016/j.sbspro.2015.04.864.

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Wu, Haipeng, and Zhiqiang Jiang. "Examining the Influence of Digital Leadership, Organizational Culture and Strategic Approaches to Digitalization." International Journal of Management Thinking 2, no. 2 (2024): 122–48. https://doi.org/10.56868/ijmt.v2i2.80.

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This study aims to examine the influence of Digital Leadership, Organizational Culture, Design Thinking, and Knowledge Sharing on Digitalization within organizations. Utilizing a quantitative research design, data was collected through a structured survey instrument from 400 managerial-level employees in technologically advanced organizations in Beijing. A stratified random nbhgsampling technique ensured a representative sample. The analysis employed SPSS for initial data management and descriptive statistics, and PLS-SEM for testing hypothesized relationships. Findings indicate that Digital L

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Lundberg, Craig C. "INDWELLING STRATEGIC THINKING: MINDSETS AND SENSEMAKING." International Journal of Organizational Analysis 13, no. 4 (2005): 286–306. http://dx.doi.org/10.1108/eb029008.

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Arquimino, Ramos, Koesmono Teman, Ellitan Lena, and Widjanarko Otok Bambang. "The Influence of Strategic Leadership, Organizational Learning, And Organizational Culture on Organizational Performance Through Organizational Citizenship Behavior in Timor-Leste National Police Using Structural Equation Modeling." Economics and Business Quarterly Reviews 6, no. 1 (2023): 187–96. https://doi.org/10.31014/aior.1992.06.01.497.

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The National Police of Timor Leste (PNTL) is in charge of the country's internal security. As a result, the PNTL, as an institution, should prepare dependable human resources to ensure the stability of the state by applicable regulations. The study's findings using the structural equation modeling (SEM) approach show that the organizational performance model fits the GoF criteria. Strategic Leadership, Organizational Learning, Organizational Culture, Organizational Citizenship Behavior, and Organizational Performance are all convergently and discriminantly valid and reliable indicators

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Goldman, Ellen, and Andrea Richards Scott. "Competency models for assessing strategic thinking." Journal of Strategy and Management 9, no. 3 (2016): 258–80. http://dx.doi.org/10.1108/jsma-07-2015-0059.

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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 strategi

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Bagher Arayesh, Mohammad, Emad Golmohammadi, Maryam Nekooeezadeh, and Abbas Mansouri. "The effects of organizational culture on the development of strategic thinking at the organizational level." International Journal of Organizational Leadership 6, no. 2 (2017): 261–75. http://dx.doi.org/10.33844/ijol.2017.60385.

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Angell, Ian O. "Systems Thinking about Information Systems and Strategies." Journal of Information Technology 5, no. 3 (1990): 168–74. http://dx.doi.org/10.1177/026839629000500307.

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The lack of strategic thinking about IT is discussed and the advantages of adopting systems thinking are detailed. The nature of strategy and tactics with regard to information systems are investigated. The importance of continually realigning information resources with organizational and environmental requirements is highlighted.

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Ramos, Arquimino, Teman Koesmono, and Lena Ellitan. "THE EXTEND OFSTRATEGIC LEADERSHIP, ORGANIZATIONAL LEARNING, ORGANIZATIONAL CULTUREANDORGANIZATIONAL PERFORMANCE IN NATIONAL POLICE ORGANIZATION TIMOR-LESTE." International Journal of Advanced Research 11, no. 04 (2023): 1341–51. http://dx.doi.org/10.21474/ijar01/16796.

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Every organization have struggle for the better performance in order to achieve its mission and vision.This studys findings using the structural equation modeling (SEM) approach show that Strategic Leadership, Organizational Learning, Organizational Culture, Organizational Citizenship Behavior, and Organizational Performance are all convergently and discriminantly valid and reliable indicators.The ability to manage change, build cooperation and a sense of belonging, and be visionary is the dominant indicators of strategic leadership. Systems thinking, mental models, learning teams, and persona

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Knight, Eric, Jarryd Daymond, and Sotirios Paroutis. "Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management." California Management Review 62, no. 2 (2020): 30–52. http://dx.doi.org/10.1177/0008125619897594.

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Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. We call this integration of design thinking into the practice of strategic management “Design-Led Strategy” and show how it complements but extends current design-thinking perspectives. Adopting a strategy-as-practice perspective, this article identifies four archetypal practices that managers can use to strategize wi

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Kurniawati, Hasni Dyah, and Widodo Widodo. "The Role of Core Competencies in Improving Strategic Performance: An Exploration of Theoretical Concepts." Journal of Management World 2024, no. 5 (2024): 1–6. https://doi.org/10.53935/jomw.v2024i4.603.

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The study develops a theoretical framework aimed at improving strategic performance, using Resources based Theory. This framework is expected to be able to perpetuate organizational performance, by combining core competency dimensions including communication, teamwork, and self-management. Systematic literature review is used to obtain a comprehensive understanding. The findings of this study are first core competencies are the ability of organizations to integrate various competencies of knowledge, technology, resources and organizational management skills efficiently, increasing core compete

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