Strategic Thinking Skills of Accountants During Adoption of IFRS and the New Turkish Commercial Code: A Survey from Turkey

Karğın, Sibel; Aktaş, Rabia

doi:10.1016/j.sbspro.2012.09.986

Cited by 11 publications

(18 citation statements)

References 12 publications

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“…In the work experience field, just strategic determination was not significantly meaningful. Kargin et al concluded in their study that there is not a meaningful correlation between strategic thinking and age, work experience and education (25). In the present study, by increasing age, the mean score for strategic thinking of managers was also enhanced.…”

Section: Discussioncontrasting

confidence: 57%

“…Inclusion criteria were that they were managers and were willing to participate in the study. To gather data, a demographic questionnaire (age, education, work experience and university field) was used, as well as a questionnaire to evaluate strategic thinking based on Liedtka's model (17) in five fields of strategic thinking (1-6), strategic determination (7)(8)(9)(10)(11)(12)(13)(14), leading based on scientific approach (15)(16)(17), intelligent opportunism (18)(19)(20)(21)(22)(23)(24) and thinking in time (25)(26)(27)(28). Questionnaire scoring was based on the Likert scale with a continuum of score one (the least) and score five (the most).…”

Section: Methodsmentioning

confidence: 99%

“…Content and appearance validity of the questionnaire were evaluated by an expert panel and its reliability was confirmed in previous studies (α = 87.3). The productivity questionnaire was based on Hersey and Blanchard's model (19)(20)(21) and had 7 fields: ability (1-4, 10, 21-30), understand job (5-7, 28), organizational support (8-10, 20, 26, 27), motivation (11-13, 22, 23, 29) performance feedback (14,15,18,25) and environmental adaptation (10,17,19,30). For this, content and appearance validity were confirmed by an expert panel and its Cronbach's was reported by Torani and Milajerdi as equal with 0.91 (22).…”

Section: Methodsmentioning

confidence: 99%

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The Relationship Between Strategic Thinking and Hospital Managers’ Productivity in Teaching Hospitals of Shiraz

Kiaei¹,

Hatam²,

Moraveji³

et al. 2016

Biotech Health Sci

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Background: Using different methods of strategic thinking is essential for organizations such as hospitals; without them, many organizations will not survive. The aim of the present study is to evaluate the relationship between strategic thinking and management productivity in teaching hospitals of Shiraz. Objectives: Because of the importance of strategic management in organizational productivity, the present study is conducted with the goal of assessing the relationship between strategic thinking and hospital managers' productivity. Patients and Methods:This descriptive-correlational study was conducted in 2015. The statistical population included all managers in different levels in the teaching hospitals of Shiraz (170 persons). Among these, 119 participants were selected through Cochran's formula and a simple random sampling method. Data were collected by a questionnaire addressing strategic thinking based on Liedtka's model and Hersey and Blanchard's theory. Its validity was verified by a panel of experts and its reliability was measured in previous studies. Data analysis was performed in SPSS version 20 using descriptive and analytic statistics (analysis of variance (ANOVA), Pearson's correlation test and t-test). Results: The average and Standard Deviation of strategic thinking managers was (2.2 ± 0.04), and productivity of management (2.32 ± 0.37) was estimated on the average level. There was a direct meaningful relationship between strategically thinking managers and productivity (r = 0.387, P < 0.001). The results also showed that there is a meaningful correlation between strategic thinking and sustainability, organizational support and understanding of the job. Conclusions: Due to the correlation between strategic thinking and productivity, we recommend educating and training managers in the use of strategic thinking, and that they understand its importance to productivity. Managers should understand that increasing efficiency in a competitive environment today is a necessity for survival.

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Section: Discussioncontrasting

confidence: 57%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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The Relationship Between Strategic Thinking and Hospital Managers’ Productivity in Teaching Hospitals of Shiraz

Kiaei¹,

Hatam²,

Moraveji³

et al. 2016

Biotech Health Sci

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“…There are a number of different types of strategic thinking skills which are associated with the practice of strategic thinking in organizations (Torkamani and Maymand 2016;Al-Zu'bi 2016;Goldman et al, 2015;Khalili et al, 2015;Khalili et al 2015;Moon, 2013;Karğin and Aktaş 2012;Turkay et al, 2012;Pang and Pisapia, 2012;Monnavarian et al, 2011;Pisapia et al, 2011;Halis et al, 2010;Goldman, 2009;Gallen, 2006;Pisapia et al, 2005;Bonn, 2005;Bonn, 2001). Three thinking skills, or cognitive processes, have been identified as being of particular importance (Pang and Pisapia, 2012;Karğin and Aktaş 2012;Turkay et al, 2012;Halis et al, 2010;Pisapia et al, 2005). These are systems thinking skills, reframing thinking skills and reflecting thinking skills.…”

Section: The Dimensions Of Strategic Thinkingmentioning

confidence: 99%

“…Most of the research on strategic thinking has been undertaken in developed economies (Goldman and Scott 2016;Goldman et al, 2015;Moon, 2013;Pang and Pisapia, 2012;Karğin and Aktaş, 2012;Halis et al, 2010;Pisapia et al, 2009;Pisapia et al, 2005;Stonehouse and Pemberton, 2002;Bonn, 2001). Hardly any studies have reported on strategic thinking processes in emerging markets in general and in Jordan in particular (Salih and Alnaji, 2014;Karimi et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Strategic Thinking in Jordan: Still Crafting the Architecture?

2019

EJBM

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This is one of the first studies of the practice of strategic thinking skills in an emerging market. The purpose of this study is to investigate the the practice of strategic thinking by Jordanian industrial companies registered on the Amman Stock Exchange (ASE) and the relationship between the dimensions of strategic thinking and certain organizational characteristics (age, size and type of ownership). A review of the literature relating to strategic thinking and strategic thinking skills in both developed and emerging markets was undertaken. A questionnaire survey of three levels of management in each Jordanian industrial company was undertaken. A 52 per cent response rate was achieved. The main findings of this study are that Jordanian industrial companies engage in strategic thinking by using reflecting, reframing and systems thinking skills. The managers of these companies at three different levels have positive attitudes towards the practice of strategic thinking and believe in the efficacy of most of the strategic thinking skills surveyed. There is a positive significant relationship between the use of systems thinking skills and type of ownership but a less clear relationship with the age and size of the company. The use of reflecting thinking skills has an unclear relationship with the size of company and is not related to age and ownership type. The use of reframing thinking skills has an unclear relationship with age and type of ownership and is not related to the size of company. Future research could be conducted by using in-depth types of study that focus on a smaller number of respondents, as well as a smaller number of these companies. Future research should investigate the relationship between strategic thinking and the culture, structure, performance and decision making of medium and small size industrial companies in Jordan.

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