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John Pisapia - One of the best experts on this subject based on the ideXlab platform.
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Strategic Thinking capability and entrepreneurial attitude orientation links and relations
5th International Scientific Symposium Economy of Eastern Croatia vision and growth, 2016Co-Authors: Lara Jelenc, John Pisapia, Valentina IvancicAbstract:This paper examines the links and type of relations between Strategic Thinking capability and entrepreneurial attitude orientation. Entrepreneurial attitude orientation consists of innovation, personal control, self-esteem and achievement. Strategic Thinking capability refers to the ability to use: reframing, reflecting, and system Thinking. We start from the idea that Strategic Thinking capability largely influences entrepreneurial attitude orientation. The aim of the study is to show that by improving the Strategic Thinking process it is possible to improve the entrepreneurial attitude orientation and therefore improve the level of entrepreneurial activity in general. Assuming that Strategic Thinking capability depends not only on innate individual characteristics, but also on acquired knowledge and competencies, it seems that entrepreneurial orientation could be improved through an appropriate selection of education and training programs. The study sample comprised five important industries in the Republic of Croatia (n=286). The results demonstrate that Strategic Thinking capability explains 14% of the variances in entrepreneurial attitude orientation. The three Strategic Thinking capability dimensions were significantly related to attitudes regarding achievement and change and personal control. However, one dimension, system Thinking, seems to explain the largest part of the variance. We concluded that Strategic Thinking capability and entrepreneurial attitude orientation are not just linked but rather interrelated in a variety of ways. This finding is important for the entrepreneurial development since attitudes appear to be responsive to education and training policies. Hence, an emphasis on improving Strategic Thinking capability could lead to stronger entrepreneurial attitude orientation.
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Building Bridges Between Entrepreneurship and Strategic Thinking
Contributions to Management Science, 2016Co-Authors: Lara Jelenc, John PisapiaAbstract:In this chapter, we present two bridges linking entrepreneurial and Strategic Thinking. The first bridge links the research of individual entrepreneurial behavior and Strategic Thinking skills. We found that systems Thinking was the strongest predictor of all three elements of individual entrepreneurial behavior (risk-taking, innovativeness, and proactiveness). The more often the entrepreneurs in our sample used systems Thinking, the higher was their predisposition for risk-taking, innovativeness, and proactiveness. Furthermore, all subscales of Strategic Thinking (systems Thinking, reframing, and reflecting) significantly influenced proactiveness. These links enable entrepreneurs to decide how to respond, act, and/or exploit possibilities. The links we found between Strategic Thinking skills and entrepreneurial behavior were strong enough to recommend that Strategic Thinking skills should be learned, trained, and practiced by entrepreneurs, leaders, and managers at all levels of the organization. The second bridge positions Strategic Thinking as a link between the effectual and causal reasoning continuum. The Strategic Thinking research suggests that Strategic thinkers employ cognitive ambidexterity. It suggests that Strategic thinkers use Strategic reasoning skills in analytical, critical, synthetic, integrative, adaptive, and creative, and innovative Thinking to switch back and forth between causal and effectual reasoning and thus are able to gather as much information about situations as possible before acting. We concluded that by linking entrepreneurship and Strategic Thinking, we gain a clearer understanding of the gap between entrepreneurial Thinking and action, as well as strengthening the ability to see and recognize opportunities. The chapter concludes with five propositions to further develop the links between entrepreneurship and Strategic Thinking.
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The Foundations of Strategic Thinking: Effectual, Strategic, and Causal Reasoning
Contributions to Management Science, 2016Co-Authors: John Pisapia, Lara Jelenc, Annie MickAbstract:In this chapter, we dissect the differences between Strategic planning and Strategic Thinking and suggest that traditional methods of planning no longer yield the benefits as in the past. Our analysis lays this failure on the use of a causal reasoning logic that alone no longer benefits organizations. Then we also examine foundational beliefs underpinning Strategic Thinking by examining the connections among the logic of entrepreneurial, causal, and Strategic reasoning. In this analysis we distinguish two binary forms of Thinking—causal and effectual—to frame our discussion, and then in the Hegelian tradition we press on to form a higher category of transcendent reconciliation through dialectic synthesis to introduce Strategic reasoning. We end by picturing how Strategic Thinking concepts can form a new organizational change model that supersedes traditional planning. We call this model the Strategic Thinking protocol, which incorporates the logics of yesterday, today, and tomorrow.
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Individual Entrepreneurial Behavior in Croatian IT Firms: The Contribution of Strategic Thinking Skills
Journal of information and organizational sciences, 2015Co-Authors: Lara Jelenc, John PisapiaAbstract:This article addresses the contribution of Strategic Thinking skills in explaining individual entrepreneurial behavior in Croatian IT firms. Strategic Thinking skills were assessed according to entrepreneurs’ use of systems Thinking, reflecting, and reframing. Individual entrepreneurial behavior was measured by their inclination towards risk-taking, innovativeness, and proactiveness. Our study of 136 IT entrepreneurs in Croatia confirmed that entrepreneurs with a more developed use of Strategic Thinking skills exhibit stronger entrepreneurial behaviors. In fact, proactiveness as an element of IEB had a strong relation to all components of Strategic Thinking skills. Systems Thinking as an element of Strategic Thinking skills showed to be a predictor of all individual entrepreneurial behavior elements.
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Demographic Variables Influencing Individual Entrepreneurial Orientation and Strategic Thinking Capability
2015Co-Authors: Lara Jelenc, John Pisapia, Natalija IvanušićAbstract:Strategic Thinking capability is interesting part of the cognitive development of each entrepreneur. This paper develops on notion that there a number of demographic variables that shape the behavior of each particular elements of entrepreneurial orientation and Strategic component of each entrepreneur. The demographic variable that have significant role will take the role of moderator in further research. Since both constructs are multidimensional, the demographic variables are not influencing them in the same way. The empirical research has been performed on IT firms in Croatia in 2014. Individual entrepreneurial orientation is measured by the construct developed by Bolton and Lane’s (2012) individual entrepreneurial orientation instrument. The instrument is grounded in the seminal work of Miller (1983), Covin and Slevin (1986; 1988; 1989), Lumpkin and Dess (1996) and Covin and Wales (2011); consisting of three dimensions – risk-taking, innovation, and proactiveness. Strategic Thinking was measured by Pisapia’s (2009) Strategic Thinking questionnaire (STQ). The STQ asked respondents to rate how often they use systems Thinking, reframing, and reflecting skills.Within the framework of individual entrepreneurial orientation the following demographic variables shape the trends: age, gender, education abroad and previous experience. Entrepreneurs between 40-60 years old are less prone to risk, female entrepreneurs are more proactive than men, education abroad provides with the additional proactiveness and the entrepreneur with previous experience is prone to higher risk, proactiveness and innovativeness. Within the framework of Strategic Thinking capability the following demographic variables shape the trends: age, gender, education and experience. Entrepreneurs older than 60 score high on system Thinking as well as females, females also score higher on reframing. Entrepreneurs with PhD degree score lower on reframing, while managers working more than 20 years score high on reframing. All the relevant demographic variables can be introduced later on as moderators investigating individual entrepreneurial orientation and Strategic Thinking capability relation.
Pasi Aaltola - One of the best experts on this subject based on the ideXlab platform.
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Strategic Thinking and accounting: potentials and pitfalls from a managerial perspective
Journal of Management Control, 2019Co-Authors: Pasi AaltolaAbstract:This study explores the Strategic Thinking of managers from an accounting perspective. By building on interview data from managers working with Strategic roles in various organizations, an understanding is offered of the experienced potentials and pitfalls of accounting in Strategic Thinking. The results are elaborated into a framework presenting the dual nature of accounting in Strategic contexts. This study suggests that the benefits and pitfalls of accounting for Strategic Thinking constitute a paradoxical duality, which cannot be fully solved, but must be addressed by practising managers. The observed role of accounting in managers’ Strategic Thinking also offers implications for management control in organizations.
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Strategic Thinking and accounting: Benefits and pitfalls from a managerial perspective
Academy of Management Proceedings, 2016Co-Authors: Pasi AaltolaAbstract:This study explores the Strategic Thinking of managers from an accounting perspective. Purpose of this article is to explore the ways in which managers find accounting useful in Strategic Thinking and also to identify any disadvantages they have experienced. Qualitative content analysis is used to analyse first Strategic development plans written by managers and, second, through interviewing these managers. By building on data from managers working with Strategic roles in various organizations, an understanding is offered of the experienced benefits and pitfalls of accounting in Strategic Thinking. This article further develops Kaikkonen’s (1994) work about accounting’s role in Strategic Thinking and offers contribution by outlining also the disadvantages of using accounting in Strategic contexts. This interpretative qualitative study provides explanations and reasons for why accounting is often seen to be problematic and, therefore absent, in Strategic Thinking context.
Lara Jelenc - One of the best experts on this subject based on the ideXlab platform.
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Strategic Thinking capability and entrepreneurial attitude orientation links and relations
5th International Scientific Symposium Economy of Eastern Croatia vision and growth, 2016Co-Authors: Lara Jelenc, John Pisapia, Valentina IvancicAbstract:This paper examines the links and type of relations between Strategic Thinking capability and entrepreneurial attitude orientation. Entrepreneurial attitude orientation consists of innovation, personal control, self-esteem and achievement. Strategic Thinking capability refers to the ability to use: reframing, reflecting, and system Thinking. We start from the idea that Strategic Thinking capability largely influences entrepreneurial attitude orientation. The aim of the study is to show that by improving the Strategic Thinking process it is possible to improve the entrepreneurial attitude orientation and therefore improve the level of entrepreneurial activity in general. Assuming that Strategic Thinking capability depends not only on innate individual characteristics, but also on acquired knowledge and competencies, it seems that entrepreneurial orientation could be improved through an appropriate selection of education and training programs. The study sample comprised five important industries in the Republic of Croatia (n=286). The results demonstrate that Strategic Thinking capability explains 14% of the variances in entrepreneurial attitude orientation. The three Strategic Thinking capability dimensions were significantly related to attitudes regarding achievement and change and personal control. However, one dimension, system Thinking, seems to explain the largest part of the variance. We concluded that Strategic Thinking capability and entrepreneurial attitude orientation are not just linked but rather interrelated in a variety of ways. This finding is important for the entrepreneurial development since attitudes appear to be responsive to education and training policies. Hence, an emphasis on improving Strategic Thinking capability could lead to stronger entrepreneurial attitude orientation.
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Building Bridges Between Entrepreneurship and Strategic Thinking
Contributions to Management Science, 2016Co-Authors: Lara Jelenc, John PisapiaAbstract:In this chapter, we present two bridges linking entrepreneurial and Strategic Thinking. The first bridge links the research of individual entrepreneurial behavior and Strategic Thinking skills. We found that systems Thinking was the strongest predictor of all three elements of individual entrepreneurial behavior (risk-taking, innovativeness, and proactiveness). The more often the entrepreneurs in our sample used systems Thinking, the higher was their predisposition for risk-taking, innovativeness, and proactiveness. Furthermore, all subscales of Strategic Thinking (systems Thinking, reframing, and reflecting) significantly influenced proactiveness. These links enable entrepreneurs to decide how to respond, act, and/or exploit possibilities. The links we found between Strategic Thinking skills and entrepreneurial behavior were strong enough to recommend that Strategic Thinking skills should be learned, trained, and practiced by entrepreneurs, leaders, and managers at all levels of the organization. The second bridge positions Strategic Thinking as a link between the effectual and causal reasoning continuum. The Strategic Thinking research suggests that Strategic thinkers employ cognitive ambidexterity. It suggests that Strategic thinkers use Strategic reasoning skills in analytical, critical, synthetic, integrative, adaptive, and creative, and innovative Thinking to switch back and forth between causal and effectual reasoning and thus are able to gather as much information about situations as possible before acting. We concluded that by linking entrepreneurship and Strategic Thinking, we gain a clearer understanding of the gap between entrepreneurial Thinking and action, as well as strengthening the ability to see and recognize opportunities. The chapter concludes with five propositions to further develop the links between entrepreneurship and Strategic Thinking.
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The Foundations of Strategic Thinking: Effectual, Strategic, and Causal Reasoning
Contributions to Management Science, 2016Co-Authors: John Pisapia, Lara Jelenc, Annie MickAbstract:In this chapter, we dissect the differences between Strategic planning and Strategic Thinking and suggest that traditional methods of planning no longer yield the benefits as in the past. Our analysis lays this failure on the use of a causal reasoning logic that alone no longer benefits organizations. Then we also examine foundational beliefs underpinning Strategic Thinking by examining the connections among the logic of entrepreneurial, causal, and Strategic reasoning. In this analysis we distinguish two binary forms of Thinking—causal and effectual—to frame our discussion, and then in the Hegelian tradition we press on to form a higher category of transcendent reconciliation through dialectic synthesis to introduce Strategic reasoning. We end by picturing how Strategic Thinking concepts can form a new organizational change model that supersedes traditional planning. We call this model the Strategic Thinking protocol, which incorporates the logics of yesterday, today, and tomorrow.
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Individual Entrepreneurial Behavior in Croatian IT Firms: The Contribution of Strategic Thinking Skills
Journal of information and organizational sciences, 2015Co-Authors: Lara Jelenc, John PisapiaAbstract:This article addresses the contribution of Strategic Thinking skills in explaining individual entrepreneurial behavior in Croatian IT firms. Strategic Thinking skills were assessed according to entrepreneurs’ use of systems Thinking, reflecting, and reframing. Individual entrepreneurial behavior was measured by their inclination towards risk-taking, innovativeness, and proactiveness. Our study of 136 IT entrepreneurs in Croatia confirmed that entrepreneurs with a more developed use of Strategic Thinking skills exhibit stronger entrepreneurial behaviors. In fact, proactiveness as an element of IEB had a strong relation to all components of Strategic Thinking skills. Systems Thinking as an element of Strategic Thinking skills showed to be a predictor of all individual entrepreneurial behavior elements.
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Demographic Variables Influencing Individual Entrepreneurial Orientation and Strategic Thinking Capability
2015Co-Authors: Lara Jelenc, John Pisapia, Natalija IvanušićAbstract:Strategic Thinking capability is interesting part of the cognitive development of each entrepreneur. This paper develops on notion that there a number of demographic variables that shape the behavior of each particular elements of entrepreneurial orientation and Strategic component of each entrepreneur. The demographic variable that have significant role will take the role of moderator in further research. Since both constructs are multidimensional, the demographic variables are not influencing them in the same way. The empirical research has been performed on IT firms in Croatia in 2014. Individual entrepreneurial orientation is measured by the construct developed by Bolton and Lane’s (2012) individual entrepreneurial orientation instrument. The instrument is grounded in the seminal work of Miller (1983), Covin and Slevin (1986; 1988; 1989), Lumpkin and Dess (1996) and Covin and Wales (2011); consisting of three dimensions – risk-taking, innovation, and proactiveness. Strategic Thinking was measured by Pisapia’s (2009) Strategic Thinking questionnaire (STQ). The STQ asked respondents to rate how often they use systems Thinking, reframing, and reflecting skills.Within the framework of individual entrepreneurial orientation the following demographic variables shape the trends: age, gender, education abroad and previous experience. Entrepreneurs between 40-60 years old are less prone to risk, female entrepreneurs are more proactive than men, education abroad provides with the additional proactiveness and the entrepreneur with previous experience is prone to higher risk, proactiveness and innovativeness. Within the framework of Strategic Thinking capability the following demographic variables shape the trends: age, gender, education and experience. Entrepreneurs older than 60 score high on system Thinking as well as females, females also score higher on reframing. Entrepreneurs with PhD degree score lower on reframing, while managers working more than 20 years score high on reframing. All the relevant demographic variables can be introduced later on as moderators investigating individual entrepreneurial orientation and Strategic Thinking capability relation.
Ellen F. Goldman - One of the best experts on this subject based on the ideXlab platform.
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Combining practice and theory to assess Strategic Thinking
Journal of Strategy and Management, 2017Co-Authors: Ellen F. Goldman, Karen S. Schlumpf, Andrea R. ScottAbstract:Purpose The purpose of this paper is to describe the process used to develop and test the Individual Behavioral Assessment Tool for Strategic Thinking. Design/methodology/approach The instrument was developed using literature that identifies practices in use in organizations to assess Strategic Thinking competency and recommendations of scholars and practitioners to define Strategic Thinking and suggest how it could be assessed. Processes defined in the literature to develop competency measurements, both generally and for leadership and Strategic management concepts specifically, were applied. A Delphi panel of experts reviewed the initial draft of the instrument which, with their refinements, was administered to participants in an executive leadership program. Findings Cronbach’s α and principal component analysis indicated that the instrument is internally consistent and unidimensional. Rasch analysis suggested a possible reduction in items that maintains good overall instrument performance. Research limitations/implications The study provides methodology for developing a measurement tool that fuses practice and theory. Further applications of the instrument across organizational levels and in single sectors would enhance its generalizability. Practical implications The instrument provides a consistent tool for use by practitioners to identify gaps in their own or another’s Strategic Thinking behaviors, specify a job-specific competency model, and direct professional development. Originality/value The instrument fills a gap in the theoretical literature by extending the descriptions of Strategic Thinking to include a comprehensive set of required individual behaviors. As such, it is the first theoretically based instrument to detail the specific competencies required to think Strategically.
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Combining Practice and Theory to Assess Strategic Thinking Competency
Academy of Management Proceedings, 2017Co-Authors: Ellen F. Goldman, Karen S. Schlumpf, Andrea R. ScottAbstract:The Strategic Thinking of organizational leaders at all levels is widely recognized as a requirement for organizational growth and profitability. Despite the consensus on the need for Strategic Thinking, it is often decried as lacking–yet there is sparse literature on what it requires and how it should be cultivated and measured. Building on literature that identifies practices in currently use in organizations to develop and assess Strategic Thinking, this paper discusses the steps involved in developing and testing the Individual Behavioral Assessment Tool for Strategic Thinking, including the use of a Delphi panel and initial administration to executive leadership program participants. Cronbach’s alpha and principal component analysis indicated that the instrument is internally consistent and unidimensional. Rasch analysis suggested a possible reduction in items that maintains good overall instrument performance. The instrument can be used by practitioners to identify gaps in an individual’s Strategic ...
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Competency models for assessing Strategic Thinking
Journal of Strategy and Management, 2016Co-Authors: Ellen F. Goldman, Andrea R. ScottAbstract: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 Strategic Thinking as a stand-alone competency, or embed it under three different areas. Most cover one or more executive levels, stating varying expectations for Strategic Thinking by job title or level, or differentiating Strategic Thinking performance levels. The models include descriptions of Strategic Thinking behaviors that cross seven categories of strategy development, implementation, and organizational alignment. Re...
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Enhancing the Strategic Capability of the Army: An Investigation of Strategic Thinking Tasks, Skills, and Development
2016Co-Authors: Anna L. Sackett, Angela I. Karrasch, William Weyhrauch, Ellen F. GoldmanAbstract:Abstract : The U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) conducted research to support the identification and understanding of Strategic Thinking requirements and development in the Army. Army leaders are given immensely complex and dynamic missions that have serious implications. The research revealed clear indications that Army leaders felt underprepared for the challenges they faced. The recognition that tactical and operational environments are converging with Strategic environments points to the need to identify and develop Strategic thinkers. The Army culture is not fully supportive of Strategic Thinking development. Creating a climate in which important aspects of Strategic Thinking (e.g., reflection, learning, questioning) are valued and promoted is crucial. Developing a shared lexicon for Strategic Thinking and adopting a common set of Strategic Thinking KSAs would aid in developing Strategic Thinking. Furthermore, the Army needs to ensure Strategic Thinking is developed earlier. Talent management practices could also be utilized to ensure selection boards value important Strategic Thinking developmental experiences. Further, Strategic Thinking assessments could be developed for promotion, selection decisions, and self-development. Finally, Strategic thinkers must be placed and utilized in assignments that leverage Strategic Thinking.
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organizational practices to develop Strategic Thinking
Journal of Strategy and Management, 2015Co-Authors: Ellen F. Goldman, Andrea R. Scott, Joseph M FollmanAbstract: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 Thinking, many indirectly supporting its development via general leadership programs. Most approaches are experiential and focused on elites. Use of the literature, evaluation, and ties to competency models are very limited. Research limitations/implications – The study only provides indications of potential generalizations, but offers access to issues that cannot be identified without an in-depth analysis. Practical impli...
Andrea R. Scott - One of the best experts on this subject based on the ideXlab platform.
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Combining practice and theory to assess Strategic Thinking
Journal of Strategy and Management, 2017Co-Authors: Ellen F. Goldman, Karen S. Schlumpf, Andrea R. ScottAbstract:Purpose The purpose of this paper is to describe the process used to develop and test the Individual Behavioral Assessment Tool for Strategic Thinking. Design/methodology/approach The instrument was developed using literature that identifies practices in use in organizations to assess Strategic Thinking competency and recommendations of scholars and practitioners to define Strategic Thinking and suggest how it could be assessed. Processes defined in the literature to develop competency measurements, both generally and for leadership and Strategic management concepts specifically, were applied. A Delphi panel of experts reviewed the initial draft of the instrument which, with their refinements, was administered to participants in an executive leadership program. Findings Cronbach’s α and principal component analysis indicated that the instrument is internally consistent and unidimensional. Rasch analysis suggested a possible reduction in items that maintains good overall instrument performance. Research limitations/implications The study provides methodology for developing a measurement tool that fuses practice and theory. Further applications of the instrument across organizational levels and in single sectors would enhance its generalizability. Practical implications The instrument provides a consistent tool for use by practitioners to identify gaps in their own or another’s Strategic Thinking behaviors, specify a job-specific competency model, and direct professional development. Originality/value The instrument fills a gap in the theoretical literature by extending the descriptions of Strategic Thinking to include a comprehensive set of required individual behaviors. As such, it is the first theoretically based instrument to detail the specific competencies required to think Strategically.
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Combining Practice and Theory to Assess Strategic Thinking Competency
Academy of Management Proceedings, 2017Co-Authors: Ellen F. Goldman, Karen S. Schlumpf, Andrea R. ScottAbstract:The Strategic Thinking of organizational leaders at all levels is widely recognized as a requirement for organizational growth and profitability. Despite the consensus on the need for Strategic Thinking, it is often decried as lacking–yet there is sparse literature on what it requires and how it should be cultivated and measured. Building on literature that identifies practices in currently use in organizations to develop and assess Strategic Thinking, this paper discusses the steps involved in developing and testing the Individual Behavioral Assessment Tool for Strategic Thinking, including the use of a Delphi panel and initial administration to executive leadership program participants. Cronbach’s alpha and principal component analysis indicated that the instrument is internally consistent and unidimensional. Rasch analysis suggested a possible reduction in items that maintains good overall instrument performance. The instrument can be used by practitioners to identify gaps in an individual’s Strategic ...
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Competency models for assessing Strategic Thinking
Journal of Strategy and Management, 2016Co-Authors: Ellen F. Goldman, Andrea R. ScottAbstract: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 Strategic Thinking as a stand-alone competency, or embed it under three different areas. Most cover one or more executive levels, stating varying expectations for Strategic Thinking by job title or level, or differentiating Strategic Thinking performance levels. The models include descriptions of Strategic Thinking behaviors that cross seven categories of strategy development, implementation, and organizational alignment. Re...
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organizational practices to develop Strategic Thinking
Journal of Strategy and Management, 2015Co-Authors: Ellen F. Goldman, Andrea R. Scott, Joseph M FollmanAbstract: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 Thinking, many indirectly supporting its development via general leadership programs. Most approaches are experiential and focused on elites. Use of the literature, evaluation, and ties to competency models are very limited. Research limitations/implications – The study only provides indications of potential generalizations, but offers access to issues that cannot be identified without an in-depth analysis. Practical impli...
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organizational practices to develop Strategic Thinking
Academy of Management Proceedings, 2015Co-Authors: Ellen F. Goldman, Andrea R. Scott, Joseph M FollmanAbstract:The Strategic Thinking of organizational leaders has at once been heralded as a requirement for strategy development and profitability, and repetitively admonished for its absence. Despite the cons...
