Training strategic thinking: Experimental evidence

Ostolaza, Juan Miguel Benito; Sanchís, Juan

doi:10.1016/j.jbusres.2013.11.045

Cited by 22 publications

(10 citation statements)

References 8 publications

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“…A case-control study by Juan et al determined that a group that received instruction in strategic thinking was more capable of systemic decision making. It also concluded that strategic thinking is a key factor in an organization's success in a competitive environment (28). Tahara et al showed that strategic thinking improves patient satisfaction and clinical outcomes and reduces underuse and overuse of medical services (29).…”

Section: Discussionmentioning

confidence: 99%

“…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%

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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: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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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“…Our empirical study shows that despite disruptive environmental changes buffeting the French pharmaceutical industry (e.g., massive reform by the French Health Authority [HAS] Law of December 29, 2011, sparked by the Servier Mediator crisis, economic reforms due to global public deficits, widespread loss of patent protection, and shift to generics), the clusters of strategies deployed by the leading firms in the French market space globally exhibit a stable “anchored” core industrial structure that serves as a frame of reference to analyze and understand key strategic movements. We believe this is due to the cognitive inertia of strategic decision makers within firms as noted by Benito‐Ostolaza and Sanchis‐Llopis (), which result in firms repeatedly applying the same strategies with the expectation of different outcomes. Our proposed framework could serve useful for a wide variety of stakeholders from firm managers to governments for strategic decision making, competitive intelligence, industry (de)regulation, and proactive policy making.…”

Section: Managerial Implicationsmentioning

confidence: 95%

Minimizing blind men effect in strategic group research: Visualizing complex turbulent markets

Rebiere

Mavoori²

2019

Strategic Change

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Increasing complexity and turbulence of modern markets calls for nonstatic multitheoretical/empirical approaches with intrinsic triangulation and intuitive strategic cluster visualization to minimize the “blind men effect” to offer unbiased insights for various stakeholders: corporate strategic managers, policy researchers, and market legislators. This study presents a refined framework for multi‐time‐point dynamic analysis that integrates and superposes multiple dimensions of strategic flexibility, agility, and orientation for cross‐validated insights. It also addresses long‐standing critical debates on strategic group theory via the metaphor of the blind men and the elephant justifying the need for an in‐depth, multiperspective approach. Our approach reveals the evolution of the market structure (strategic and competitive dynamics) of the French pharmaceutical market over time by mapping and interpreting strategic movements over a turbulent time period.

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“…Strategic thinking has been demonstrated through analyses of game theory problems (Benito-Ostolaza & Sanchis-Llopis, 2014). Workshops wherein participants navigate through game theory-based problem scenarios could foster strategic thinking about collaborative approaches of problem solving and enhance optimal decision making among partners.…”

Section: Enhancing Ways Of Thinkingmentioning

confidence: 99%

Developing a Ways of Thinking Framework for Engineering Education Research

Dalal

Carberry

Archambault

2021

Studies in Engineering Education

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Background: Numerous calls have urged researchers to adopt novel ways of thinking in order to address complex challenges within the engineering education system. The field lacks shared criteria and understanding to characterize ways of thinking, particularly in the context of engineering education research. Ways of thinking as a lens for considering and addressing complex challenges has the potential to bring about systemic change. Purpose: This work aims to initiate a vision for a ways of thinking framework specific to engineering education research contexts. The purpose is to highlight how ways of thinking can be embedded in research practice as a means to enact systemic change. Scope: Four specific ways of thinking -futures, values, systems, and strategic -are explored by reviewing literature from different fields and making connections to engineering education research. Each way of thinking is illustrated by application examples. A compilation of the underlying concepts, abilities, and enhancement approaches for each way of thinking is also presented. Discussion/Conclusions: Ways of thinking is perceived as a concept in theory, but can and should be used in practice to innovate. Using futures, values, systems, and strategic thinking in an integrated manner can build capacity for researchers to push toward systemic change.

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Training strategic thinking: Experimental evidence

Cited by 22 publications

References 8 publications

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

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

Minimizing blind men effect in strategic group research: Visualizing complex turbulent markets

Developing a Ways of Thinking Framework for Engineering Education Research

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