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

Abstract

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.

The effects of organizational culture on the development of strategic thinking at the organizational level

“…The existence of strategic thinking leads to effecting decision making in the organizations (Goldman, 2012). The ability to think strategically is vital for leaders and managers at different organizational levels (Goldman, 2010). This strategic capability can help managers to understand, detect, predict, and control future events (Golmohammadi et al, 2013).…”

Dynamic Isomorphism and Decision Maker Attributes

“…Surrounded by a complex and turbulent world, and faced with multiple paradoxes, the individual is increasingly required to develop a specific mindset to make sense of complexities facing the organisation and identifying non-linear change opportunities. This characteristic is systems oriented (Pisapia et al 2005;Goldman 2008), leads to a holistic understanding (Bonn 2001(Bonn , 2005, enables the individual to visualize the complete end to end system and interdependencies within it (Liedtka 1998) and helps identify alternative viable strategies or business models that deliver customer value. Zahn (1999) emphasizes the need for systems thinking for formulating strategies.…”

“…A decision maker discerns complex interactions between various units in a decision making situation and decides on the necessary moves based on the patterns which emerge (Goldman 2008;Kutschera and Ryan 2009). To make sense of the interrelated parts, concepts have to be formed.…”

Study on Expertise Development Process Based on Arête

“…Third, there is no specific and agreed expertise development. Considerable studies tried to determine expertise development process [17]- [20]. But most studies can"t explain how the expertise reaches to a specific level or stage by multiple mechanisms.…”