PurposeThe purpose of this paper is to present a conceptual framework for integrating strategic thinking factors, organisational performance and the decision-making process.Design/methodology/approachThe methodology involves a synthesis of literature and proposes a framework that explores the relationship between strategic thinking enabling factors, organisational performance and the moderating effect of decision-making styles.FindingsThe framework includes strategic thinking enabling factors (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis), organisational performance and the moderating effect of decision-making styles (intuitive and rational).Research limitations/implicationsThis research results in a conceptual model only; it remains to be tested in actual practice. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners on how to strengthen policy development in a strategic planning process.Originality/valueA paradigm shift in the literature proves that strategic management and decision-making styles are vital in determining organisational performance. This paper highlights the importance of decision-making styles and develops a framework for strategic management by analysing the existing strategic management literature.
This conceptual paper provides the information on the exploration of conflict resolution styles (integrating, obliging, dominating, avoiding, and compromising) and culture (power distance, masculinity, uncertainty avoidance, collectivism, and long-term orientation) and organisational performance of the Royal Malaysian Customs Department. This study proposes a relationship model of conflict resolution styles and organisational performance and mediating cultural factors for this department
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