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.

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.

scholarly journals Strategic decision making in infrastructure sectors : participatory foresight and strategic planning for sustainable sanitation

2009 ◽  
Vol 64 (2) ◽  
pp. 73-80 ◽  
Author(s):  
E. Störmer ◽  
B. Truffer
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Lessons Learned ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Future Research ◽  
Strategic Decisions ◽  
Participatory Foresight ◽  
Participative Approach ◽  
Framework Conditions

Abstract. Infrastructure sectors in general, and urban water management in particular, have developed over the past couple of decades within the confines of a rather narrow and stable socio-technical regime. Nowadays, these infrastructures are increasingly confronted with uncertain context conditions, a broadened spectrum of technological alternatives and an increasing heterogeneity of value positions. As a consequence, the longterm sustainability of these sectors has been questioned by many commentators. Of particular importance is the way strategic decisions are made. Current approaches tend to block important opportunities for sustainable transformation. It is argued here that a more reflexive, discursive and participative approach to strategic planning is needed. The paper introduces «Regional Infrastructure Foresight» (RIF) as a method which combines foresight on regional framework conditions with a stakeholder assessment of a broad range of system options. The paper presents the methodology in some detail and discusses the main lessons learned through three empirical applications in the Swiss sanitation sector. Based on these experiences, it is argued that strategic decision making in infrastructures is of high relevance for regional policy and therefore warrants more attention in future research in economic and political geography.

scholarly journals Integrating Analytical Techniques with Business Strategic Decision-Making

Ekonomika ◽  
2004 ◽  
Vol 66 ◽  
Author(s):  
Marija Kučinskienė ◽  
Gražina Jatuliavičienė
Keyword(s):  
Decision Making ◽  
Dairy Product ◽  
Analytical Techniques ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Transitional Countries ◽  
Strategic Position ◽  
The Impact

The paper offers a discussion about the impact of strategic position on strategic decision-making. Many transitional countries are solving the problem of criteria, their selection and evaluation for a successful competition in the global environment. The theoretical aspects of the application of analytical techniques in strategic decision-making and the ways how strategic decisions, based on these techniques, should be made by Lithuanian dairy product producers are discussed. The analysis shows that adaptability is the essential characteristic of decision making for the future of an enterprise, and up-ta-date techniques should be included into strategic thinking.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

Understanding how the contextual variables influence political behaviour in strategic decision-making

2014 ◽  
Vol 7 (3) ◽  
pp. 226-250 ◽  
Author(s):  
Said Elbanna ◽  
Ioannis C. Thanos ◽  
Vassilis M. Papadakis
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Empirical Examination ◽  
Content Type ◽  
Political Behaviour ◽  
Practitioner Education ◽  
The Impact ◽  
Practical Implications

Purpose – The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in strategic decision-making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre. Design/methodology/approach – The authors conducted a constructive replication to examine the impact of three layers of context, namely, decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 strategic decisions, while in Study 2, Egypt, we collected data on 169 strategic decisions. Findings – The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour in SDM. Originality/value – The paper fills important gaps in the existing research on the influence of context on political behaviour and delineates interesting areas for further research.

scholarly journals Housing associations diversifying into market renting: local contexts and (re)interpretation shaping strategic decision making

2020 ◽  
Vol 11 (1) ◽  
pp. 3-20
Author(s):  
Julie Clarke ◽  
Rachel Kirk
Keyword(s):  
Decision Making ◽  
Housing Association ◽  
Local Level ◽  
Third Sector ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Housing Associations ◽  
Commercial Activity ◽  
Hybrid Organisations

Within the context of housing associations as fluid third sector hybrid organisations, this article examines the dynamics of strategic decision making in relation to diversification into the market rented sector. A convergence of factors shaped an agenda for associations to engage with such commercial activity, crystallising debates about opportunities versus tensions and the remit of organisations. Qualitative research with senior housing association professionals operating in northern England illustrates the significance of external local and internal organisational contexts in making and justifying decisions; this is highlighted within an emergent typology of organisational responses. Depending on interpretation, the interplay between social and financial justifications varied, including legitimising activity within a broader social purpose. The potential for (re)interpreting parameters illustrates the importance of understanding the variety and complexity of interacting dynamics that influence the strategic decisions of third sector hybrid organisations and what they deliver at the local level.

People, Not Polar Bears

2016 ◽  
Author(s):  
Amanda J. Baugh
Keyword(s):  
Decision Making ◽  
Racial Diversity ◽  
Environmental Movement ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Polar Bears ◽  
Environmental Groups ◽  
Strategic Decisions

Chapter 1 describes Faith in Place’s origins and development within the context of the American environmental movement and with attention to strategic decisions its leaders made to help their organization survive and ultimately flourish. Although Faith in Place originated with priorities, activities, and participants that were quite similar to numerous other environmental groups, Faith in Place’s first ten years involved a series of strategic decisions in which leaders developed measures to differentiate their work from mainstream environmentalism. Strategic decision-making led to a coalition distinct for its racial diversity.

Critical Systems Perspective of Strategic Decision Making

2020 ◽  
pp. 55-80
Author(s):  
Jelena Nikolić ◽  
Dejana Zlatanović
Keyword(s):  
Decision Making ◽  
Systems Thinking ◽  
Critical Systems Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Critical Systems ◽  
Strategic Decisions ◽  
Systems Methodology ◽  
Soft Systems ◽  
Factors Affecting

Growing complexity and diversity of strategic decisions indicate the need for applying the appropriate holistic tools in strategic decision making. Thus, the chapter deals with the process of strategic decision making from the viewpoint of critical systems thinking, with emphasis on the role of values and context in strategic decision making. The main purpose is to show how systems thinking generally and critical systems thinking particularly can help decision makers involve different perceptions and values in the process of strategic decision making, as well as take into account context in which the strategic decisions are made. Considering the key internal and external factors affecting strategic decision making, the authors have selected three systems methodologies stemming from different paradigms: soft systems methodology as interpretive, team syntegrity as emancipatory, and organizational cybernetics as functionalist systems methodology. The way in which they can be combined, aimed at improving effectiveness of strategic decision making, has been presented.

Analysis and Intuition in Strategic Decision Making

2011 ◽  
pp. 1531-1542
Author(s):  
Zita Zoltay Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However, several authors have observed a lack of research on the strategic decision-making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent (Fredrickson, 1985). This article reports the results of a study that attempts to assess the effects of decision-making circumstances, focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decisionmaking procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

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