STRATEGIC THINKING AS A CORE COMPETENCY FOR BUSINESS SUSTAINABILITY
Keywords:
Qualitative, grounded theory, strategic thinking, learning experiencesAbstract
Change is a dynamic force that is part of business and managerial life. To ensure business sustainability and survival in today’s volatile, uncertain, complex and ambiguous (VUCA) environment, organizations need pro-active managers with strategic thinking competency to foresee and plan beyond the current business scenario. Strategic thinking competency is identified as a critical skill to predict the environment accurately and remain competitive in an increasingly unstable business environment. Nevertheless, many managers lack this skill. Thus, managers must continuously learn to become competent and to be able to cope in this environment. The main purpose of this qualitative study was to examine learning experiences which contributed to the development of strategic thinking competency amongst managers in Malaysia. Adopting grounded theory methodology, semi-structured interviews were conducted amongst 25 managers. Theoretical sampling and constant comparative method were utilized to identify major categories and themes. Every category and occurrence were analysed and compared to find significant connections among them. Three general themes were identified: formal & informal learning, individual factors, and organizational factors. It was found that managers developed strategic thinking competency through a fusion of various learning experiences. These themes provided some insights into the significance of learning experiences in the development of strategic thinking competency based on the participants’ perceptions. The study also proposed that strategic thinking is the foundation of strategic planning and strategic management. Organizations must play a more active role in developing strategic thinkers should they want to survive and succeed in the uncertain times ahead.
Downloads
References
Abraham, S., Stretching strategic thinking. Strategy & leadership, 2005 DOI: https://doi.org/10.1108/10878570510616834.
Fareed, M., et al., What makes HR Professionals Effective? Qualitative Evidence from Telecom Sector of a Developing Country. Revista Argentina de Clínica Psicológica, 2019. 28(4): p. 603-617 http://DOI: 10.24205/03276716.2019.1141
Fareed, M., et al., High performance work system and human resource professionals' effectiveness: A lesson from techno-based firms of Pakistan. International Journal of Innovation, Creativity and Change, 2020. 13(4): p. 989-1003 DOI: https://doi.org/10.1108/01437730510607844.
Miles, M.B. and A.M. Huberman, Qualitative data analysis: A sourcebook of new methods, in Qualitative data analysis: a sourcebook of new methods. 1984. p. 263-263.
Fressola, M.C., How nurse executives learned to become leaders. 1998: Teachers College, Columbia University DOI: https://doi.org/10.1108/01437730510607844.
O'Shannassy, T., Modern strategic management: Balancing strategic thinking and strategic planning for internal and external stakeholders. Singapore Management Review, 2003. 25(1): p. 53-68 DOI: https://doi.org/10.1108/EUM0000000006175.
Ristovska, K. and A. Ristovska, The impact of globalization on the business. Economic Analysis, 2014. 47(3-4): p. 83-89.
Stumpf, S.A., Work Experiences that Stretch Managers′ Capacities for Strategic Thinking. Journal of Management Development, 1989 DOI: https://doi.org/10.1108/EUM0000000001360.
Melander, L., Achieving sustainable development by collaborating in green product innovation. Business strategy and the environment, 2017. 26(8): p. 1095-1109 DOI: https://doi.org/10.1002/bse.1970.
Mintzberg, H., The strategy concept I: Five Ps for strategy. California management review, 1987. 30(1): p. 11-24 DOI: https://doi.org/10.2307/41165263.
Kabacoff, R., Develop strategic thinkers throughout your organization. Harvard Business Review, 2014. 7 DOI: https://doi.org/10.1108/00251740210430434.
Basit, T.N., Manual or electronic? The role of coding in qualitative data analysis. Educational Research, 2003. 45(2): p. 143–154. https://doi10.1080/0013188032000133548.
Knowles, M., The adult learner: A neglected species. Houston. TX: Gulf Publishing, 1990.
Creswell, J.W. and J.D. Creswell, Research design: Qualitative, quantitative, and mixed methods approaches. 2017: Sage publications DOI: https://doi.org/10.1108/01437730510607844.
Creswell, J.W. and C.N. Poth, Qualitative inquiry and research design: Choosing among five approaches. 2016: Sage publications DOI: https://doi.org/10.1108/01437730510607844.
Wilson, I., Strategic planning isn't dead—it changed. Long range planning, 1994. 27(4): p. 12-24 DOI: https://doi.org/10.1016/0024-6301(94)90052-3.
Bonn, I., Improving strategic thinking: a multilevel approach. Leadership & Organization Development Journal, 2005 DOI: https://doi.org/10.1108/01437730510607844.
Chase, S.E., Narrative inquiry: Multiple lenses, approaches, voices. 2008 DOI: https://doi.org/10.1108/01437730510607844.
Bonn, I., Developing strategic thinking as a core competency. Management decision, 2001 DOI: https://doi.org/10.1108/01437730510607844.
Garratt, B., Can Boards of Directors Think Strategically? Some Issues in Developing Direction‐givers' Thinking to a Mega Level. Performance Improvement Quarterly, 2005. 18(3): p. 26-36.
Garratt, B., Directors and their homework: Developing strategic thought. International Journal of Business Governance and Ethics, 2007. 3(2): p. 150-162 DOI: https://doi.org/10.1108/01437730510607844.
Goldman, E. and T. Cahill, Experiences that develop the ability to think strategically. Journal of Healthcare Management, 2009. 54(6) DOI: https://doi.org/10.1504/IJBGE.2007.012609.
Goldman, E.F., Becoming an expert strategic thinker: The learning journey of healthcare CEOs. 2005: The George Washington University DOI: https://doi.org/10.1097/00115514- 200911000-00009.
Mintzberg, H., The strategy concept II: another look at why organizations need strategies. California management review, 1987. 30(1): p. 25-32 DOI: https://doi.org/10.2307/41165264.
Goldman, E.F., Strategic thinking at the top. MIT Sloan management review, 2007. 48(4): p. 75 DOI: https://doi.org/10.1097/00115514-200911000-00009.
Goldman, E.F., The power of work experiences: Characteristics critical to developing expertise in strategic thinking. Human Resource Development Quarterly, 2008. 19(3): p. 217-239.
Goldman, E.F., Integrating work experiences into teaching. Journal of Strategy and Management, 2008 DOI: https://doi.org/10.1097/00115514-200911000-00009.
Graetz, F., Strategic thinking versus strategic planning: towards understanding the complementarities. Management decision, 2002 DOI: https://doi.org/10.1108/17554250810909446.
Mintzberg, H., The Fall and Rise of Strategic Planning. Havard Business Review. 1994, Prentice-Hall, Inc.
Pellegrino, K.C. and J.A. Carbo, Behind the mind of the strategist. The TQM magazine, 2001 DOI: https://doi.org/10.1108/EUM0000000006175.
Porter, M.E., From Competitive Advantage to Corporate Strategy. Harvard Business Review, May/June. 1987.
Liedtka, J.M., Linking strategic thinking with strategic planning. Strategy & Leadership, 1998. 26(4): p. 30 DOI: https://doi.org/10.1108/00251740210430434.
Liedtka, J.M., Strategic thinking: can it be taught? Long range planning, 1998. 31(1): p. 120-129 DOI: https://doi.org/10.1016/S0024-6301(97)00098-8.
Liedtka, J.M. and J.W. Rosenblum, Shaping conversations: Making strategy, managing change. California Management Review, 1996. 39(1): p. 141-157 DOI: https://doi.org/10.1016/S0024-6301(97)00098-8.
Ōmae, K.i., The mind of the strategist: the art of Japanese business. 1982: New York: McGraw-Hill.
Zabriskie, N.B. and A.B. Huellmantel, Developing strategic thinking in senior management. Long Range Planning, 1991. 24(6): p. 25-32 DOI: https://doi.org/10.1016/0024-6301(91)90040-U.
Norizan, A., The development of strategic thinking proficiency model using grounded theory. 2020.
Hanford, P., Developing director and executive competencies in strategic thinking. Developing strategic thought: Reinventing the art of direction-giving, 1995: p. 157-186.
Glaser, B.G., Basics of grounded theory analysis: Emergence vs forcing. 1992: Sociology press DOI: https://doi.org/10.1111/j.1937-8327.2005.tb00339.x.
Hamel, G. and C.K. Prahalad, The core competence of the corporation. Harvard business review, 1990. 68(3): p. 79-91 DOI: https://doi.org/10.1108/17554250810909446.
Patton, M.Q. Qualitative research and evaluation methods (3rd ed.). 2002. Sage Publications.
Downloads
Published
Issue
Section
License
Copyright (c) 2021 Author
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
