scholarly journals Strategic Communication Requires Strategic Thinking

2021 ◽  
pp. 23-43
Author(s):  
Peggy Simcic Brønn
Keyword(s):  
Systems Approach ◽  
Strategic Communication ◽  
Strategic Thinking ◽  
Strategic Orientation ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Communication Function ◽  
Communication Needs ◽  
Sustained Success ◽  
Definition Of

Using a definition of strategic communication that focuses on communication that is critical for the “survival and sustained success of an entity” (Zerfass, Verčič, et al., 2018, p. 487), this chapter argues that to be successful, strategic communication needs communication leaders who are strategic thinkers and who take a systems approach. The chapter begins with a brief overview of strategic communication. This is followed by a discussion of what is meant by strategy and where strategic communication fits in strategic planning. The chapter then takes up the idea that to be part of strategic decision making, communication executives need to exhibit competencies in strategic thinking. Much of the work in this chapter is based on previous research by the author, who found that leaders who view their communication directors as having a strategic orientation are more likely to value them and the contribution of the communication function to their organization’s success. But not only that, communication executives demonstrating a strategic orientation are more likely to be invited to strategic meetings, and they would be invited early in the process.

Defining and developing a scale to measure strategic thinking

foresight ◽  
2018 ◽  
Vol 20 (3) ◽  
pp. 271-288 ◽  
Author(s):  
Sanjay Dhir ◽  
Swati Dhir ◽  
Payel Samanta
Keyword(s):  
Psychometric Properties ◽  
Design Methodology ◽  
Past Research ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Self Bias ◽  
Definition Of ◽  
Practical Implications

PurposeThis study aims to derive a sound definition of strategic thinking by horizontal analysis of past research and discussions with professionals.Design/methodology/approachThe research design includes three broad stages: item generation, scale development and assessment of scale’s psychometric properties.FindingsThe eclectic composition cuts across vocations, religions, sex and age strengthen the flexibility of application of the scale. The resulting scale shows strong psychometric properties and is expected to be useful for academics, practitioners and organizations alike.Research limitations/implicationsThe information on strategic thinking was self-reported through strategic thinking questionnaire (STQ) and is consequently at risk to be influenced by self-bias.Practical implicationsUsing the scale of strategic thinking will empower strategic thinkers to draw a more extensive scope of strategies at all levels. This will additionally bring about higher-quality procedures, increased performance and greater competitive advantage.Social implicationsThe study represents to be an imperative predecessor to strategic decision-making and may give a key to better comprehend authoritative change marvels and at last survival.Originality/valueAs the sample for our STQ has been collected from all across the country cross-sectioning different culture, gender and position of responsibility, the scale has significant robustness and implicative potential.

scholarly journals Normative and descriptive perception of strategic decision making

2020 ◽  
Vol 83 ◽  
pp. 01027
Author(s):  
Nadežda Jankelová ◽  
Diana Puhovichová
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Rational Approach ◽  
Strategic Decision Making ◽  
Internal Environment ◽  
Basic Assumptions ◽  
Factors Influencing ◽  
Intuitive Decision Making ◽  
Definition Of ◽  
Available Information

During historical development a greater number of decision theories were gradually conceived. Their differences arise from the normative and descriptive characters of individual theories. They differ in basic assumptions such as rationality, available information or choice of a decision. In practical life, they are manifested by accentuation of rational, or even intuitive decision making. This article is devoted to the definition of both types of theories and subsequent examination of the level of rationality in strategic decision making of managers. The findings have shown, that managers use more rational approach than intuitive approach. The most important factors that influence the level of rationality in strategic decision making were external factors. The most important of them has been assigned to a group of competition factors. Other factors influencing the level of rationality in strategic decision-making have been identified, namely the factors of the decision itself and factors of the internal environment. Managers combine rationality with strategic decision-making activities to take advantage of opportunity of an environment. The emphasis in the degree of impact on rationality in strategic decision-making is significant in favor of using the factors of the decision itself. The dependence of the perception of factors of the decision itself was significant in the variable economy.

Strategic Information Surveillance

2018 ◽  
pp. 78-99
Author(s):  
José Poças Rascão
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Weak Signal ◽  
Strategic Information ◽  
Research Goal ◽  
Definition Of ◽  
Inside Out ◽  
Strategic Consulting

The strategy for any organization can be set from the outside in, according to the school of positioning; according to this, the supply of products and / or services has to adapt to changes that occur in the environment. According to the movement schools of thought, a strategy can be set from the inside out in which case the organization influences the surroundings with its offer of products and / or services. Given the importance of weak signals in the definition of the strategy, the research goal is to treat the issue of pre-emptive strategy in the context of strategic decision making. An answer is provided for the following questions: (1) What is a weak signal? (2) How to tell if it is anticipative, relevant and useful for the decision makers? and (3) How to turn a weak signal in an effective anticipative clue? Based on investigator's experience in strategic consulting for small, medium and large companies, the weak and strong signals are explained and a set of criteria which are representative of their identification is presented.

Strategic Thinking

2021 ◽  
pp. 1857-1875
Author(s):  
César Camisón
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Analytical Model ◽  
Value Added ◽  
Strategic Thinking ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Complex Nature ◽  
Strategic Decisions

This study attempts to address the present concern on the value added by strategic planning to orientate the adoption of strategic decisions by top management team, and how to overcome it with a strategic thinking. Since learning to think strategically can be understood as equivalent to learning to make strategic decisions, the first step is to define what strategic decisions are and what are the drivers that shape them. This chapter revises the different paradigms have been applied to the analysis of the complex nature of strategic decisions and the factors that influence them). The review of these explanatory frameworks for the strategic decision-making process starts with the rational-analytical model of strategy, based on strategic planning, before then reviewing and criticizing it from the perspective of the adaptive, satisficing, cultural, political and visionary strategic approaches. Third, the authors attempt to provide a well-founded explanation of what strategic thinking is and what skills are required of people who want to develop powerful strategic thinking.

Training and Development

2012 ◽  
pp. 244-261
Author(s):  
Denise Philpot ◽  
Laura Pasquini
Keyword(s):  
Diversity Training ◽  
Training And Development ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Development Programs ◽  
Organizational Diversity ◽  
Development Professionals ◽  
The World ◽  
Strategic Training ◽  
Definition Of

As the world becomes smaller through globalization and the definition of diversity expands to accommodate new dimensions, it becomes increasingly important to identify and measure these changes and interpret how they influence strategic decision-making within organizations. To achieve an organization’s stated goals, it is not only important to recognize this diversity, but also build programs to incorporate the benefits of diversity while minimizing any negative aspects associated with this construct. Sharing case studies of best practices will highlight successes that can be used as models for those organizations that are addressing their training needs in the area of organizational diversity. This chapter will share tools designed to help organizations evaluate their needs in terms of diversity training and development. These resources can help training and development professionals identify needs, design curriculum, create evaluation tools for assessment, and evaluate costs to deploy strategic training and development programs.

Rethinking strategic marketing: achieving breakthrough results

2005 ◽  
Vol 26 (3) ◽  
pp. 20-34 ◽  
Author(s):  
Dale Fodness
Keyword(s):  
Design Methodology ◽  
Raw Materials ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Marketing ◽  
Strategic Decision Making ◽  
Real Power ◽  
Content Type ◽  
And Performance ◽  
Practical Implications

PurposeTo provide a practical overview of strategic thinking concepts and practices for marketing and other managers that can help them improve their strategy making.Design/methodology/approachThe raw materials of strategic thinking are illustrated by case studies and examples from a range of industries to aid managers in their successful application. The principles and techniques are presented in four categories: thinking strategies, strategic decision making, strategic competencies and visualizing strategy.FindingsOffers marketers an approach for moving beyond the automatic application of traditional strategic frameworks to identify and to achieve breakthrough strategies. Recognizes the real power of strategic thinking as a source of competitive advantage.Practical implicationsThe principles and practices proposed represent a practical system for enhancing strategic promise and performance, as well as for reducing the risks of strategic failure.Originality/valueThe marketing discipline is long overdue in applying the same attention and rigor to strategic thinking that it applies to strategic planning and this paper offers managers practical help in identifying and developing strategic thinking competencies.

scholarly journals Developing Cultural Tourism Strategies in Lithuania

2015 ◽  
Vol 14 (2) ◽  
pp. 321 ◽  
Author(s):  
Malvina Arimavičiūtė
Keyword(s):  
Decision Making ◽  
Theoretical Models ◽  
Cultural Tourism ◽  
Strategic Decision ◽  
Planning System ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Strategic Plans ◽  
Definition Of

This paper determines that cultural tourism in Lithuania is significantly influenced by various different agencies which activities are not sufficiently integrated. The paper also analyses the theoretical models for strategic decision-making and possibilities of alternative strategic decisions in the area of tourism. A classification of strategic plans based on the current Lithuanian strategic planning system and the integration of the activities of separate agencies in the area of tourism is proposed. A new model for strategic decision-making based on the classical definition of strategic hierarchies and the specificities of cultural tourism as a business is then proposed.

Business Models in Modern Competitive Scenarios

2018 ◽  
Vol 9 (3) ◽  
pp. 16-68 ◽  
Author(s):  
José Rascão
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategy Formulation ◽  
Descriptive Research ◽  
Practical Experiences ◽  
Definition Of ◽  
Role Of Information

The purpose of this article is to contribute to a better understanding of the role of information in the process of strategy formulation, based on the aggregation of existing literature. This article is descriptive research, with the goal of identifying and characterizing the role of information in strategic decision making. The structure of the article synthesizes the existing academic work, seeking to generate new knowledge. The strategy of any organization can be defined from the outside to the inside, according to the schools of the positioning, or from the inside out, according to the schools of the movement, in which the organization influences the surroundings with its offer of products and or innovative services, since it has competencies and capabilities that competitors do not have and that are difficult to imitate or to buy. Hence the importance that weak and strong signals play as information of anticipation in the definition of the strategy and so, the goal is to treat the issue of the role of information in the process of formulation of the strategy in the context of strategic decision making. Based on research and practical experiences carried out by the investigator in strategic consulting in small, medium and large companies for about 20 years, the author will propose a model of the role of information in the process of formulating the strategy and its operationalization.

scholarly journals Strategic Thinking: The Role in Successful Management

2017 ◽  
Vol 9 (4) ◽  
pp. 44
Author(s):  
Marcelo Amaral Dionisio
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Strategic Management ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Business Organizations ◽  
Successful Management ◽  
Strategic Process

Strategic thinking and strategic planning are concepts that are not clearly defined both in the literature and in the practice of business organizations and sometimes they are used interchangeably with each other or with strategic management. The purpose of this text is to differentiate and define both concepts and relate their role with the strategic decision making process of a firm. The text ends by approaching the issue of sustainability as a new challenge in the strategic process.

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