Developing strategic thinking in senior management

Zabriskie, Noel B.; Huellmantel, Alan B.

doi:10.1016/0024-6301(91)90040-u

Cited by 49 publications

(36 citation statements)

References 5 publications

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“…This occurs regardless of the type of planning or analytical tools used to develop organizational strategy. Additionally, increasing environmental turbulence and the growth of semiautonomous subsidiaries has forced strategic decision making downward in organizations, creating the need for strategic thinking among individuals at multiple management levels (Bennis, 1994;Hartman & Crow, 2002;Jones, 1991;Liedtka & Rosenblum, 1996;Mason, 1986;Pearson, 1990;Stumpf, 1989;Thakur & Hoffman, 1987;Zabriskie & Huellmantel, 1991). The challenge this creates for human resource professionals is how to help managers improve their ability to think strategically.…”

Section: Statement Of the Problemmentioning

confidence: 96%

“…Studies across industries and industrialized countries identify top management' s absence of strategic thinking to be a major detractor from firm performance (Bonn, 2001;Essery, 2002;Mason, 1986;Zabriskie & Huellmantel, 1991). This occurs regardless of the type of planning or analytical tools used to develop organizational strategy.…”

Section: Statement Of the Problemmentioning

confidence: 96%

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The power of work experiences: Characteristics critical to developing expertise in strategic thinking

Goldman

2008

Human Resource Dev Quarterly

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The ability to think strategically is an increasingly important requirement for managers at all organizational levels. HRD professionals have attempted to help develop this ability through work experiences. However, research identifying which work experiences are most beneficial is limited. As a result, HRD efforts may be weakened. This paper presents findings indicating the importance of nine categories of work experiences to developing the ability to think strategically, and specifies their required characteristics. The characteristics vary with the experience but do follow some general themes.

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Section: Statement Of the Problemmentioning

confidence: 96%

Section: Statement Of the Problemmentioning

confidence: 96%

The power of work experiences: Characteristics critical to developing expertise in strategic thinking

Goldman

2008

Human Resource Dev Quarterly

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“…Portanto, o planejamento estratégico operacionaliza-se por meio de sua implementação -processo de concepção e implantação -ações integradas, de modo racional, analítico e prescritivo, na perspectiva conforme (ANSOFF, 1977;MINTZBERG, 2004;CAR-DEAL, 2014), enquanto o pensamento estratégico envolve a intuição, criatividade e inovação (AMORO- SO, 2002;CARDEAL 2014;KICH;PEREIRA, 2014;MINTZBERG, 2004;MINTZBERG;AHLSTRAND;LAMPEL, 2010) por meio do envolvimento de pessoas dos diversos níveis hierárquicos (LIEDTKA, 1998;FAIRHOLM, 2009;ZABRISKIE;HUELLMANTEL, 1991) de modo a potencializar a organização por mais flexibilidade em respostas às variáveis incontroláveis do ambiente turbulento, possibilitando assim a sua perenidade competitiva e preparada para o futuro (HERACLEOUS, 1998).…”

Section: Considerações Finaisunclassified

Integração do Planejamento Estratégico ao Pensamento Estratégico

Sousa

Dias

2017

R. Ci. Adm.

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ResumoO planejamento estratégico é um termo amplamente utilizado por organizações de modo a pontuar a implementação por meio de análise de ambientes, monitoramento e avaliação de desempenho institucional, orçamentação e tomada de decisão, que tem se mostrado eficaz, embora apresente controvérsias, principalmente no meio científico. Nessa perspectiva, o propósito deste ensaio é refletir sobre o modo de pensar o planejamento na estratégia organizacional de forma a maximizar os resultados. Com base em revisão da literatura, são apresentadas e discutidas diversas concepções teóricas acerca do tema planejamento estratégico e pensamento estratégico, de modo a descrever e caracterizar diferentes pensamentos. Para tanto, foi realizada uma pesquisa por meio de livros, dissertação, teses e artigos científicos de forma a aprofundar-se sobre o tema e reunir um arcabouço teórico. Desse modo, o pensamento estratégico pode ser entendido como parte do planejamento estratégico que incorpora intuição, criatividade e inovação à rotina, aos processos e à tomada de decisão.Palavras-chave: Planejamento Estratégico. Pensamento Estratégico. Planejamento. Estratégia. AbstractStrategic planning is a term widely used by organizations in order to point out implementations through analysis of environments, monitoring and evaluation of institutional performance, budgeting and decision making, which has proved to be effective, although it presents controversies, mainly in the scientific environment. In this perspective, the purpose of this essay is to ponder the way of thinking the planning in the organizational strategy in order to maximize results. Based on literature review, several theoretical conceptions about strategic planning and strategic thinking are presented and discussed in order to describe and characterize various approaches and thoughts. We used bibliographical research on books, dissertation, theses and scientific articles in order to go deeper into the topic and gather a theoretical framework. In this way, strategic thinking can be understood as part of strategic planning that incorporates intuition, creativity and innovation into routine, processes and decision making.

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“…For example Stubbart (1989:326) contends that -since strategic management studies the activities of managers, and since managers must think about strategy, why don't researchers allocate more research to studying how strategic managers think?‖ Similarly, Garratt (1995:2) called for more research -in the underrated study of strategic thinking‖. From a practitioner perspective, strategic thinking is a major challenge for many top managers (Bonn, 2001;Zabriskie and Huellmnatel, 1991;Zahra and O'Neill, 1998). The literature shows that top managers influence strategy but there is little evidence on how they communicate their interpretation of the strategy formulated or how it is embedded within ongoing, persistent organisational actions (Maitlis, 2005).…”

Section: Research Questionsmentioning

confidence: 99%