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Strategic Thinking and Organizational Success: Perceptions from Management Graduates and Students
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Purpose: This research aims to identify the impact of strategic thinking of managers on organizational success. The essence and importance of this research represents the fact that the current organizations lack to respond the environment variations via the past or ordinary approaches; thus, having strategic thinking among the managers may be considered as a robust foundation for better execution of strategic plans in organizations. The main question of the research is on the impacts of strategic thinking on organizational success. Design/Methodology: The major hypothesis of the study is specified as: "The strategic thinking of the managers has a positive and significant association with organizational success". Our Research methodology is descriptive and its conceptual model has been designed based upon the theoretical studies and focus groups. Our tool is a researcher-made questionnaire which has been set on the basis of the defined hypotheses and previous researches. Statistical population of the research are graduates and graduate students of management in Iran and analysis is done using PLS. Findings: The results of the study revealed that there is a positive and significant correlation between Strategic thinking of managers and organizational success. Therefore, one can conclude that an organization will benefit from a considerable success when the extent of strategic thinking of managers is high. Also, when managers undermine or lack the strategic thinking, the organizational success will be decreased considerably. Hence, it is recommended that managers attempt to realize the importance of strategic thinking and try to empower it among themselves; meanwhile, they should enhance the participative work morale, synergic cooperation, foresight, creativity, entrepreneurial minset and healthy competition among the staff. Originality/Value: This research is the first research concentrating on these variables in Iranian Context on one hand and tries to develope a practical outcome according to its conceptual model on the other hand. Development of the model both on Strategic Thinking and Organizational Success is also a contribution of this research. As main end users of our results are top managers, it had been in concideration that the conceptual model and also the results should be presented in a way to be usefull for managers in real world exercises.
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... Most of the studies mentioned examined relationships between strategic thinking and individual or organizational factors. Some studies observed the effect of external psychological constructs such as absorptive capacity (Adzeh, 2017;Gross, 2017;Ikhsan et al., 2017;Jelenc & Pisapia, 2015;Kohtamäki et al., 2020;Lew et al., 2019;Moh'd Abu Bakir, 2019;Pisapia, 2009;Srivastava & D'Souza, 2019a, 2019b, exposed factors affecting organizational strategic thinking (Shaik & Dhir, 2020), examined organizational culture and performance (Alatailat et al., 2019;Arayesh & Mansouri, 2017;Dragoni et al., 2014;Ershadi & Dehdazzi, 2019;George et al., 2019;Gross, 2016;Ikhsan et al., 2017;Salamzadeh et al., 2018;Shaik & Dhir, 2020;Sikorski, 2017;Srivastava & D'Souza, 2019b;Zare, 2017), or expanded on human resource development (Moh'd Abu ...
... On the other hand, laissez-faire was positively but not significantly related. Hence leaders and leadership styles are essential for fostering environments conducive or preventive towards strategic thinking (Salamzadeh et al., 2018), and leadership style has a direct relationship to organizational cultural aspect and its direct responsiveness to contextual ambidexterity. ...
... Specifically, the theories of intelligence scale and the strategic thinking questionnaire are justified theories with quantified research results. Several strategic thinking studies (Adzeh, 2017;Alatailat et al., 2019;Gross, 2017;Salamzadeh et al., 2018;Srivastava & D'Souza, 2019a, 2019b using statistical procedures examined if a relationship exists between strategic thinking and other constructs. The variables examined were operationally defined and required statistical analysis to determine the relationship. ...
This quantitative correlational-predictive study assessed to what extent growth mindset and management level predict strategic thinking, as reported by managers in private business entities in the United States. The study was conducted with a convenience sample of 108 middle and upper-level managers, 28 years of age or older, with at least ten years of work experience, working for a private business in the United States. The predictor, growth mindset, was measured using the implicit theories of intelligence scale, while management level was collected through a self-report demographic questionnaire. The criterion variable, strategic thinking, was measured using the Pisapia and Reyes-Guerra Strategic Thinking Questionnaire (STQTM). The research question asked to what extent growth mindset predicts strategic thinking, as reported by managers in private business entities in the United States, after controlling for management level. The results of hierarchical regression analysis indicated that that growth mindset in the complete model significantly contributed to the prediction of strategic thinking when controlling for management level (middle and upper) R2 = .112, F (1, 105) = 13.595, p < 0.001; adjusted R2 = .115. Management level alone was not a significant predictor of strategic thinking, R2 = .020, F (1, 106) = 2.120, p = 0.148; adjusted R2 = .010. The findings suggest that understanding the development of strategic thinking requires the analysis of interacting factors. The implications of this research for future studies include the importance of considering Dweck’s growth mindset in the development of strategic thinking and how these findings could be extended to further understand absorptive capacity.
... In addition, (Nasroalahi et al., 2021) define it as an openness to new experiences that enables employees to use different tactics to adapt to a fastchanging corporate environment. In addition, Salamzadeh et al. (2018) demonstrated that leadership could concentrate on its efforts rather than organization and ensure that contradictory or restricted information does not impede the ability to make the appropriate judgments. The organization also identifies new competitive areas, as it demonstrates an awareness of the participation of managers in middle management and the extent of their awareness of organizational strengths and weaknesses, as well as an awareness of key strategic issues and consideration of inputs of strategies from lower levels of management that are suitable for a changing environment. ...
... Further, Tafti et al. (2019) highlighted the significance of strategic alignment in a dynamic environment. However, some believe it is challenging to establish strategic alignment in such an environment, as the environment is constantly changing, requiring organizations to create new strategic priorities to keep up (Salamzadeh et al., 2018). To establish a synthesis and differentiation between strategic thinking, strategic planning, and strategic momentum, Shagerdi et al. (2021) devised a strategic thinking map that promotes strategic planning at the business level and strategic thinking at the departmental level. ...
In light of the global repercussions of the recent Corona pandemic, past research examines the responsibilities of contemporary organizations to respond to these novel and complex challenges. In this setting, it is crucial to have the strategic tools to determine the magnitude, direction, and projected effects of environmental changes and develop adaptation and management plans by enhancing strengths and reducing weaknesses. Therefore, the present study aims to investigate the role of strategic thinking as a variable mediating between strategic alignment and strategic response.The research problem was established with various intellectual and applied problems, represented by an investigation into the understanding of levels of strategic alignment dimensions and their influence on levels of strategic response through strategic thinking. To fulfill the research purpose, a questionnaire based on a Likert five-point scale and sent to a sample of (95) respondents from the Baghdad Health Department - Karkh was developed as the primary data collection instrument. The statistical programs SmartPLS and SPSS were utilized for data analysis. According to research, strategic alignment, strategic thinking, and strategic response in the Baghdad Health Department, Al-Karkh, have positive and morally significant linkages and effects. Based on research findings, one of the most important recommendations is that administrative leaders in Karkh Health Directorate should focus on strategic thinking to improve strategic response and develop their skills and abilities in this area through specialized training courses.
... Therefore, strategic thinking is required to build and sustain competitive advantage in the market (Cravens et al., 2009). Organisations need leaders and employees with good strategic thinking capability and develop their competencies to suffice the need of unpredictable market events and thus remain competitive with a vision for future (Sanders, 1998;Dragoni et al., 2011;Salamzadeh et al., 2018). Moreover, the purpose of strategic thinking is to capture the environmental opportunism and develop competitive strategies (Goldman, 2008;Kaushik and Dhir, 2019). ...
... Although, there is no exact composition for a leader or manager to be strategic thinker in a professional requirement, certain characteristics make them more capable to reason and make rational choices and ensure market success for the organisation they lead (Gavetti et al., 2005;Gavetti, 2012). Managers equipped with strategic thinking ensure that existing strategic plans are also better executed (Salamzadeh et al., 2018;Zare, 2017). An organisation thus tends to reap more benefit professionally if its managers have high extent of strategic thinking (Egger and Hristova, 2018). ...
Strategic thinking is significant for organisations to ensure
sustainability in the competitive world. The understanding of its elements is yet
limited. The theorisation of strategic thinking till date is insufficient for
organisational complexities and limits the manner in which it can be harnessed
for professional demands. This paper adopts a systematic method to review
125 papers on strategic thinking from 1978 to 2016. The themes identified
across the available literature then served the basis for two individual models
(elements and process of strategic thinking) proposed in paper. Based on
discussion, several avenues for future research are suggested.
... By adopting creativity, risk taking, and having the desire for change, being proactive, in creating a new project, will gain the organization a competitive advantage and contribute to its survival and performance. The concept of strategic leadership success went beyond these two concepts to the extent to which organizations invest mental capabilities in transferring knowledge, learning it and putting it into practice [7,8,9,10]. ...
... Al-Tarawneh (2021) aimed to identify the effect of HRM practices on organizational commitment of the workers in the Jordanian pharmaceutical sector; their results showed that HRMS (performance evaluation in particular) have a positive effect on organizational commitment and improve job performance, which is positively reflected on strategic success. Moreover, many studies have shown that adopting an effective performance evaluation strategy plays an important role in improving and developing the capabilities of individuals, which will positively affect the achievement of the organization's goals and the implementation of the strategic plan (Elbanna et al., 2016;Salamzadeh et al., 2018;Zehir et al., 2016). Karam et al. (2017) aimed at measuring the mediating role of talent management between HRM and organizational success. ...
The study aims to identify the impact of HRMS on the strategic success in the cellular communications companies in Jordan. To achieve the objective of the study, questionnaires were collected from 318 employees working at all administrative levels. The sample strategy was selected from the managers in the Jordanian telecommunications companies from the lower, middle, and senior management in all centers and branches in Jordan. The most important results of the study are the telecommunications companies in Jordan keep pace with the development in the fine specializations suitable for the services they provide to customers through attracting strategies that keep pace with technological developments in the communications environment. The recommendations are the need for an institutional governance of employment policies in telecommunications companies, which should be clear within the framework of instructions from within the company and from the government sector, and effective focus on applying the compensation strategy and its understanding by workers in the investigated companies.
... This is because the BSC has four main elements to consider in evaluating organisational success: (1) learning and growth, (2) customer satisfaction, (3) financial, and (4) internal operations. By contrast, Salamzadeh, Bidaki, and Vahidi (2018) have identified five main factors in order to achieve organisational success: "creating value for customers, creating competitive advantage for organization distinction from competitors, understanding the market orientation, selecting right employees, and development of facilities"P.". While this research offered most of the key elements of organisational success, it has ignored the financial aspect, which is very important in considering organisational success, and is therefore particularly relevant to the present research in the context of Iraq. ...
Globalisation and rapid environmental change have created many challenges for public and
private organisations across Iraq as a developing country, particularly in the higher education
sector. This includes, for example, decreases in government funding; increased demand for
higher education; a need for economic transformation, and related competitiveness of
organizations. Such challenges require exceptional leaders and strategic planning in order to
take action to improve. In Iraq, the higher education sector is still one of the main foundations
in progressing the knowledge economy. Studies into leadership style, strategic planning
processes, and the importance of leadership and organisational culture to an organisation’s
success have been used to assist both public and private Iraqi colleges in responding to the
challenges they face. Although, some studies have examined the interaction between leadership
and strategic planning, and leadership and organisational success, there has been no empirical
study that has investigated how these three variables interact together. Thus, this study aimed,
firstly, to identify the current leadership styles and strategic planning processes in the colleges
and the challenges they faced, and to gain an understanding from the perspective of the senior
leaders themselves as to how they might best respond to the current situation. Secondly, based
on the participants’ experiences, knowledge and perceptions, the study aimed to identify
implications for both practice and policy to help improve the colleges’ outcomes.
The study involved a mixed-methods approach and was conducted in two stages.
During the first stage, the researcher gathered quantitative data by administering a survey package to 129 leaders (deans, associate deans, and heads of departments) across both public and private colleges in the capital city of Baghdad
... Their contribution to the enhancement of the educated workforce is immense (Kruss, McGrath, Petersen, & Gastrow, 2015). Their knowledge at the managerial level is a key factor in the growth of the state as well as private institutions (Salamzadeh, Bidaki, & Vahidi, (2018). However, the issue at hand is, at present the economy of the country has not expanded in order to create more employment opportunities for graduates (Samaranayake, 2016;Chandrasiri, S. (2008). ...
The main purpose of this study is to identify the significant factors affecting career indecision in light of state university management undergraduates in Sri Lanka. In the light of literature, five independent variables namely self-efficacy, parental influences, the economic condition of the country, poverty level and career counselling facilities were identified. The sample was derived from 153 final year management students from two metropolitan and two rural state universities. Self-administered questionnaires were used to collect the necessary data. Multiple regression analysis was used to test the hypotheses. As per the key findings of the study, self-efficacy is the most significant factor impacting career indecision. Further, findings reveal that parental influences and career counselling services significantly explain the career indecision among the respondents. An understanding of the determinants of career indecision of management undergraduates is important for career counselling firms as they can pursue strategic intervention to reduce the level of career indecisions among management undergraduates. Further, the policymakers would be benefitted from these findings as they can understand the gravity of the problem along with the root causes behind the issue.
... Business research benefited from applications of both descriptive (McAdam, Leonard, Henderson, & Hazlett, 2008;Salamzadeh, Bidaki & Vahidi, 2018) and normative (Cepani & Lamani, 2013) methodologies. Each of these two research methodologies offers something unique and potentially useful for understanding business phenomena. ...
Analysts ignore the context that shapes and constrains communication at their peril. The rhetorical context in which analytics is enacted influences the communicative approach. In this chapter, two dominate elements are considered: 1) analytic complexity and 2) rhetorical context. Along this analytic-rhetorical spectrum, a four-square matrix is developed using these elements to describe distinct environments in which analytics is enacted. While each of the four positions are addressed for inclusion in this chapter, the focus is narrowed to an exposition of strategies for effectively communicating insights within the realm of decision analytics. Marked by a more basic analytic framework, decision analytics aims to support successful consumption and utilization at senior levels of organizations. Decision analytics differ from other types of analytics since they support the process of making decisions versus providing information. This chapter focuses on how analysts can use decision analytics to effectively communicate analytic results and insights to senior leaders of organizations.
The aim of this study is to measure the impact of strategic thinking dimensions (strategic intent, systemic perception, deriving hypotheses, thinking in time and seizing opportunities) on risk management dimensions (risk identification, risk assessment, risk response and risk control) at Omani contracting companies. The study also aims to clarify the moderating role of organizational support in improving the impact of strategic thinking on risk management for these companies. The study population consisted of (205) Omani contracting companies. The comprehensive survey method was adopted, where (205) questionnaires were distributed, with (149) questionnaires valid for statistical analysis being retrieved. The study adopted the quantitative descriptive approach. Regression coefficient and hierarchical regression were used among other statistical methods to analyze the study data. The study results indicated high levels of strategic thinking, except for deriving hypotheses, as well as high levels of risk management. The levels of practicing organizational support varied between high and medium levels. The results also showed a significant impact of strategic thinking on risk management, in terms of seizing opportunities, systemic perception and deriving hypotheses, while this impact was not significant for strategic intent and thinking in time. In addition, the results indicated a moderating role for organizational support in improving the impact of strategic thinking on risk management. In light of the results, the researchers recommended the managements of Omani contracting companies, in order to raise the levels of strategic thinking, risk management and organizational support and achieve a balance between them, to work on developing the directors’ capacities to look ahead, encourage directors to prepare scenarios and assumptions, use advanced risk control systems and establish a reward system in line with the contributions made by employees.
Strategic management deals with overall performance and efficient resource use. Strategic efforts focus on internal and external environment. Companies build their competitiveness on their strengths attempting to benefit from opportunities. Managers play a very important role not only in strategic analysis and choice efforts but also as part of decision-making process in strategy implementation. In fierce competition organizations seek their managers to be strategists.
The research has been conducted to evaluate the role of political and communication skills in social responsibility of managers by the mediating role of strategic thinking. This research was done by descriptive – analytic method and it is from the type of applied researchs. The statistical population of the study includes all managers of the company of Arjan, Pegah. The sample size was calculated by Cochran formula with the result of 32 people. Data collection tools in this study are: Corporate Social Responsibility of employees (CSR) based on the model of Carroll, Barton's communication skills questionnaire, political skill questionnaire of individual in organization and strategic thinking questionnaire (model Lydka). The validity of the questionnaire was face and content, and its reliability was assessed by Cronbach's alpha coefficient. The results showed that, in general, political skill, communication skill and strategic thinking had a direct and significant relationship with responsibility of managers. Path analysis also showed that among the different aspects of research variables, feedback skill, network skill, social intelligence, strategic determination, opportunism and thinking at the time had direct impact and listening skill, network skill and social intelligence had indirect effect on social responsibility as well.
DOI: 10.5901/mjss.2016.v7n4S1p323
Contemporary businesses implement tactical approaches to support their corporate interests. Based on such logic, the current study presents an attempt to connect the concept of transformational leadership with strategic thinking capability to formulate a diagnostic approach to harness new product idea generation potential in industrial work teams. The idea behind formulating such a research framework is to offer industrial leaders, a mechanism for connectivity among various aspects of operations linked to leadership, corporate strategy and new product idea generation process, of their teams for corporate harmony and effectiveness. The research survey is conducted on 30 team member's representing new product development (NPD) operations at three selected work locations of a European multinational company (Finland, Norway and the UK). The results of our study identified scientifically, the proposed theoretical connection among three industrial operational areas i.e., transformational leadership, strategy thinking and new product idea generation process.
This study examines strategic thinking as it affects firm performance in the Nigeria context. Several studies on strategic thinking and firm performance have either revealed a positive relationship or negative relationship with firm performance of which most of these studies are carried out in developed countries.
This paper therefore investigates this topic using the Nigerian business environment which has its own unique quality which differs from what is obtained from other parts of the world and as such there is need for managers of firms in Nigeria to think strategically in order to have large market share and produce goods, render services that is consumer oriented in order to gain competitive advantage in the market.
Data was gathered and analysis carried out using Pearson moment correlation coefficient. It was revealed that a positive relationship exist between strategic thinking and firm performance.
Background: Using different methods of strategic thinking is essential for organizations such as hospitals; without them, many organizations will not survive. The aim of the present study is to evaluate the relationship between strategic thinking and management productivity in teaching hospitals of Shiraz. Objectives: Because of the importance of strategic management in organizational productivity, the present study is conducted with the goal of assessing the relationship between strategic thinking and hospital managers’ productivity. Patients and Methods: This descriptive-correlational study was conducted in 2015. The statistical population included all managers in different levels in the teaching hospitals of Shiraz (170 persons). Among these, 119 participants were selected through Cochran’s formula and a simple random sampling method. Data were collected by a questionnaire addressing strategic thinking based on Liedtka’s model and Hersey and Blanchard’s theory. Its validity was verified by a panel of experts and its reliability was measured in previous studies. Data analysis was performed in SPSS version 20 using descriptive and analytic statistics (analysis of variance (ANOVA), Pearson’s correlation test and t-test). Results: The average and Standard Deviation of strategic thinking managers was (2.2 ± 0.04), and productivity of management (2.32 ± 0.37) was estimated on the average level. There was a direct meaningful relationship between strategically thinking managers and productivity (r = 0.387, P < 0.001). The results also showed that there is a meaningful correlation between strategic thinking and sustainability, organizational support and understanding of the job. Conclusions: Due to the correlation between strategic thinking and productivity, we recommend educating and training managers in the use of strategic thinking, and that they understand its importance to productivity. Managers should understand that increasing efficiency in a competitive environment today is a necessity for survival.
This paper will explore strategic thinking as a threshold concept and key integrative framework within the management discipline. Threshold-concept primed applications with which to enhance both the teaching and learning of this concept will then be offered as means to also facilitate transfer of learning to other contexts, including the workplace setting. The theory of threshold concepts (cf: 1, 44), actionable and rich in explanatory merit, underpins this research and ultimately gives definition to a highly strategic approach to teaching strategic thinking.
All organizations benefit from developing a strategy. The most well-developed strategy models come from the private sector and focus on markets, customers, and competition. Yet, these models fail to take account of two crucially important features of nonprofit organizations: (a) the value produced by nonprofit organizations lies in the achievement of social purposes rather than in generating revenues; and (b) nonprofit organizations receive revenues from sources other than customer purchases. An alternative strategy model developed for governmental managers focuses the attention on three key issues: public value to be created, sources of legitimacy and support, and operational capacity to deliver the value. This alternative strategy model resonates powerfully with the experience of nonprofit managers precisely because it focuses attention on social purposes and on the ways in which society as a whole might be mobilized to achieve them.
In their perceptions and preferences of Guanxi, the Chinese follow a relational way of thinking, which is in stark contrast to the American generic way of thinking. This difference lies in how Chinese and Americans behave in playing board games and engaging with others in real life. The game of Weiqi signifies the Chinese way of gaming, whereas the game of Chess denotes the Western way of gaming. Chinese strategic thinking is relational and best exemplified in the way that the Chinese perceive and deal with various Guanxi in the game of Weiqi. The Chinese prefer to define their strategic goals in relative terms, employ a combination of various means to achieve good and stable Guanxi with other countries without defining any of them, or being defined by any of them, as an enemy. The Chinese also tend to favor a flexible foreign strategy with contingent adaptation as its principle, a favorable balance of shi as its linchpin, and such shortcomings as nearsightedness, greediness and impatience as its taboos.