Management leader´s capacity to think strategically is a key to exceedingly higher performance level. Broad work knowledge combined with extensive work experience is a right recipe to develop strategic thinking ability. Organization´s internal environment coupled with allied organizational elements can either support or restrict the higher cognitive process of the individual which is responsible for smart thinking. Leaders, considered as the builders and reformers of the organization´s internal environment, possess the ability to enhance and establish stronger connection between organizational processes and the team workers´ ability of learning to think strategically. The collection of activities including; specialized training, skill enhancement and learning initiatives can provide leaders with the skills to enhance the strategic thinking of the work teams they lead.

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-Present day´s crucial corporate competition proving the real time presence of `Darwin's theorySurvival of the fittest` in the global industrial scenes. Consequently, the managers are pressed hard to take smart steps for organizational continuous improvement. The above causes organizational chaos, since humans have the innate habit to resist the change.The article suggests the logic over the change leader´s selection of the best suited transformational criteria from the variety of change management models for smart organizational transformation process. The study results support the selection of ADKAR Model being one of the best to deal with the OSUVA case conditions due to having an ability to highlight the problem areas at each change process stage through barrier point identification perspective.

The basic aim of this paper is to study and analyze the current level of operational competitiveness of Pakistani Private Sector-Textile Manufacturing Enterprises. The subject research area will be probed on the basis of making cross reference comparison between the Pakistani Private Sector (PPS)-Textile Manufacturing Enterprises (TME) with the global Textile Manufacturing players in global manufacturing strategies databases. The results revealed that the "quality" is the most important competitive priority of the case PPS-TME and it also pointed towards having some competitive advantages in prospector group. However, it will take considerable amount of time for Pakistani Private Sector-Textile Manufacturing Enterprises to regain their previous global recognition and then further improve their operational competitiveness due to the weak and faulty organizational management structure and practices, currently being affected by nation's political, economic, energy and security situation.

This paper proposes an evaluation that how in a small business scenario, the bits and pieces of knowledge can be seen scattered at different work locations and how the management can strategically arrange and manage a viable data resource in the form of existing knowledge base to be retrieved as and when required. In the current research study, the authors tried to prove the logic by taking an example of an organizational scenario (i.e., Medicare Hospital) by displaying the positive effects of implementing an organizational knowledge management technique - i.e., HRIS, to not only streamline the effective data storage but to eliminate the redundant organizational activities associated with the duplication of knowledge collection as well as unwanted management operations and excessive storage of record keeping work processes. Current study confirmed the worth of information and communication technologies (ICT) supported human resource information system (HRIS). The findings of the study confirmed organizational control over existing work knowledge with speed, efficiency, economy and accuracy at the crucial times for the best organizational strategic decision making in line with sustainable corporate competitiveness.

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Though almost all the organizations of the current era espouse innovation and creativity, but still there is strong practical presence of management models supporting the concepts like maximization, equilibrium and rationality, the highlights of Anglo-Saxon capitalism in management thinking practices. This paper discusses the reasons for validating change in the management thinking approaches to harness organizational transformation for innovation and sustainability. The paper illustrates key stand points to explain why few organizations still support their obsolete management practices even in the current intelligently vibrant and technologically competitive times. In order to create space for innovation and creativity to grow within the organizations, this paper justifies the benefits of having T-style thinkers on-board for greater corporate effectiveness. Communication and close networking among the separate departmental units as well as among the core competencies are found to be fundamental to achieve innovative solutions for effective organizational change through the support of T-style thinking.

This paper evaluates the role of strategic thinking to support multinational organization's new product development initiatives. Furthermore, it emphases how organizational commitment to empower its work team's leadership capability can be highlighted in the form of weak areas through specialized survey. The research outcomes highlighted the gaps in the subject organization's NPD initiatives through drawing attention to the grey areas present in the overall corporate strategic leadership environment of its three targeted work locations (i.e. Finland, the UK, and -Norway). Such areas include the potential of the company's internal communication system, data collection and record keeping capability, management's approach to the potential of new idea generation and employees' empowerment. The referred areas are directly linked to the subject company's new product development strategy, corporate initiatives and operational growth.