پژوهشهای مدیریت عمومی (Nov 2020)
Designing an Integrated Strategic Thinking Model: Antecedents, Elements and Consequences
Abstract
Extended Abstract Abstract Extended Abstract Abstract Although strategic thinking is not an unknown concept in the field of strategic management, the results of the review of related studies show that there is no explicit consensus on how to explain the nature of strategic thinking. Secondly, a series of research explaining the results of strategic thinking and factors influencing its development did not have a comprehensive, multifaceted look. Hence, in this paper, we tried to use multi grounded theory (MGT) to configure a comprehensive model for explaining the antecedents, elements, and consequences of strategic thinking. Analysis of the data from the systematic review of related studies over the last 40 years and interviews with 27 experts selected through a combination of purposive and snowball sampling methods, led to the development of a model that included strategic thinking in the form of six attributes consisting of "vision-driven foresight", "stakeholders focus", "creative evolutionism", "systematic solution seeking", "patterning" and "intelligently decision making"; categories strategic thinking drivers in three groups: Organizational, individual and environmental factors; and conceptualizes the consequences of strategic thinking in three groups: "Development of Organizational Capacities", "Achieving Financial Results" and "Improving Organizational Position in the Environment". To validate the results and evaluate the model from the perspective of "understandability", "comprehensiveness", "applicability" and "innovation", surveys of experts were conducted over two sequential stages. The result of surveys verified the validity of the acquired results and appropriateness of the final model according to the four mentioned criteria. Introduction Since the introduction of the concept of "strategy" in the management literature, various schools, frameworks, and theories have been developed. De Wit and Meyer (2005; 50) categorize the topics of strategic management into three areas: "strategic thinking", "strategy formulation" and "strategic change”. This research focuses on strategic thinking as a necessary means for the formation and implementation of the strategy. Despite its significant role in achieving organizational results, strategic thinking has not been considered scientifically until the 1980s. Therefore, based on reviewing the background and ascertaining the following issues, a more comprehensive study in this field is necessary: One of the problems in the strategic thinking field is the lack of a comprehensive definition of it and due to the lack of consensus on the characteristics of strategic thinking, standard scales for measuring the dimensions of strategic thinking as research structures have not been developed. Certainly, "creating the capacity for strategic thinking and achieving the expected results" is influenced by several factors that in previous studies have not been a macro and integrated view in this regard. A group of studies that have explained the consequences of strategic thinking is, first, limited in number; Secondly, they did not have a comprehensive view of the issue. As mentioned above, the main purpose of the current study is to develop an integrated model of drivers, elements, and consequences of strategic thinking and to explain the specific relationships between the components of the model. Case study This research has not been done in a specific organization and due to the nature of the research, which has been a kind of model design; the target population in a systematic review is related articles published in prestigious domestic and foreign journals that met inclusion criteria and in other stages are experts who met the set criteria. Most academic experts were selected from among the professors of Tehran universities and executive experts from among the senior managers of large organizations and participated in the research process. Materials and Methods To address the research questions, in the first step, the elements of the model and the relationships between them are identified by using the multi grounded theory (MGT) strategy; then, a survey was utilized for validating the results and evaluate the final research model. Discussion and Conclusion In the present study, strategic thinking is conceptualized in the form of six attributes consisting of "vision-driven foresight", "stakeholders focus", "creative evolutionism", "systematic solution seeking", "patterning", and "intelligently decision making”. These categories provide a more comprehensive picture for understanding the nature of strategic thinking. Moreover, the identified factors affecting strategic thinking were classified into three groups: individual, organizational and environmental, and specific relationships between them conceptualized, among which the impact of culture, structure, planning, and leadership style. In general, the study showed that having an acceptable level of strategic thinking, in addition to influencing the sustainability of financial results and providing more confidence for shareholders, by focusing on capacity development; also improves the strategic position of the organization, and these three outcomes dynamically evoke a sustainable and growing future for the organization. Introduction Since the introduction of the concept of "strategy" in the management literature, various schools, frameworks, and theories have been developed. De Wit and Meyer (2005; 50) categorize the topics of strategic management into three areas: "strategic thinking", "strategy formulation" and "strategic change”. This research focuses on strategic thinking as a necessary means for the formation and implementation of the strategy. Despite its significant role in achieving organizational results, strategic thinking has not been considered scientifically until the 1980s. Therefore, based on reviewing the background and ascertaining the following issues, a more comprehensive study in this field is necessary: One of the problems in the strategic thinking field is the lack of a comprehensive definition of it and due to the lack of consensus on the characteristics of strategic thinking, standard scales for measuring the dimensions of strategic thinking as research structures have not been developed. Certainly, "creating the capacity for strategic thinking and achieving the expected results" is influenced by several factors that in previous studies have not been a macro and integrated view in this regard. A group of studies that have explained the consequences of strategic thinking is, first, limited in number; Secondly, they did not have a comprehensive view of the issue. As mentioned above, the main purpose of the current study is to develop an integrated model of drivers, elements, and consequences of strategic thinking and to explain the specific relationships between the components of the model. Case study This research has not been done in a specific organization and due to the nature of the research, which has been a kind of model design; the target population in a systematic review is related articles published in prestigious domestic and foreign journals that met inclusion criteria and in other stages are experts who met the set criteria. Most academic experts were selected from among the professors of Tehran universities and executive experts from among the senior managers of large organizations and participated in the research process. Materials and Methods To address the research questions, in the first step, the elements of the model and the relationships between them are identified by using the multi grounded theory (MGT) strategy; then, a survey was utilized for validating the results and evaluate the final research model. Discussion and Conclusion In the present study, strategic thinking is conceptualized in the form of six attributes consisting of "vision-driven foresight", "stakeholders focus", "creative evolutionism", "systematic solution seeking", "patterning", and "intelligently decision making”. These categories provide a more comprehensive picture for understanding the nature of strategic thinking. Moreover, the identified factors affecting strategic thinking were classified into three groups: individual, organizational and environmental, and specific relationships between them conceptualized, among which the impact of culture, structure, planning, and leadership style. In general, the study showed that having an acceptable level of strategic thinking, in addition to influencing the sustainability of financial results and providing more confidence for shareholders, by focusing on capacity development; also improves the strategic position of the organization, and these three outcomes dynamically evoke a sustainable and growing future for the organization.
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