Futuring Methods to Support Strategic Thinking

Purpose: The aim of this paper is to demonstrate that strategic entrepreneurial thinking is a unitary concept which should be viewed as a standalone construct. Design/Methodology/Approach: The concept strategic entrepreneurial thinking is modelled from an analysis of strategic thinking and entrepreneurial thinking from available literature. The strategic entrepreneurial mindset imperative is then emphasised and confirmed. Findings: This paper's finding is that there is no difference between strategic thinking and the entrepreneurial mindset. Instead, the composite strategic entrepreneurial mindset construct should be treated as a unitary construct. Practical implications: The importance for practitioners is that the paper integrates two constructs, strategic thinking and entrepreneurial thinking into a new concept, strategic entrepreneurial thinking. The paper shows how difficult it is to split this thinking and behaviour into separate strategic and entrepreneurial thought and action processes. Originality/Value: The paper explores the ''thinking'' aspect of the strategic entrepreneurial concept which prominent authors on the strategic entrepreneurship topic seem to have not focused on. The resultant strategic entrepreneurial mindset is modelled into a new stand alone concept on its own.

Extended Abstract 1. INTRODUCTION So far, different strategies have been proposed for rural development in different periods of time. Based on international experiences and the current conditions in Iran, this country needs to use a new approach to rural development. In this regard, rural entrepreneurship development strategy can be pointed out. There is a growing consensus that entrepreneurship is the process through which new economic activities and organizations come into existence. Keeping this in mind opportunities are central to this process. The literature about entrepreneurial opportunities has grown rapidly since 2000. Considering the earliest stages of development of new economic activities in villages, this marks bring about redirection of entrepreneurship studies. However, theoretical and empirical issues have been limited to important aspects and dimensions of the role of opportunities and their interaction with actors. But, entrepreneurial opportunity emerges from the nexus of individual aspirations with economic and social conditions perceived as favourable to create a new product or service, either in an existing market or a new one. Entrepreneurs discover, evaluate, and exploit opportunities, and rural areas are full of opportunities for rural youths. The main purpose of this study was to determine the effect of strategic thinking and social capital on recognition of entrepreneurial opportunities among rural youth. This study also aims to investigate the demographic characteristics of rural youth, identify the situation of recognition entrepreneurial opportunities and their components, identify social capital components condition, and identify situation of strategic thinking components. 2. METHODOLOGY In this study, a quantitative method of descriptive-correlation was used. Research area was Kangavar County where four villages (Qazvineh, Dehlor, Fash, and Godin) were selected. Data was gathered through a questionnaire distributed between the rural youths whose age ranged between 20 and 35 (N= 9207). The sample size was determined to be 225 using Bartlett Table. In this study, systematic random sampling was used. Research variables were social capital, strategic thinking and identifying entrepreneurial opportunities. Social capital components consisted of social solidarity, socio-cultural values, social participation, social security, social trust, valuing life, acceptance of differences and social communications. Strategic thinking components were systematic thinking, conceptual thinking, cleverly opportunism and futurity. Moreover, indicators of identifying entrepreneurial opportunities were environmental competitive scanning, seeking pioneer opportunities and innovative strategy of creating opportunity. To measure these variables a five-point Likert scale (1= strongly disagree to 5= strongly agree) was used. In this study, data were analyzed using AMOS and SPSS softwares. The validity of instrument was determined by investigating the views of faculty members of Razi University. And the reliability of the questionnaire has been confirmed using pilot test and Cronbach's coefficient alpha. 3. DISCUSSION The findings showed that rural youths are weak in terms of identifying entrepreneurial opportunities. Results showed that the model fit is appropriate. The results showed that the social capital of rural youths and strategic thinking was moderate. Among the components of strategic thinking, futurism, and among the components of social capital, social participation had the highest priority among rural youths. Having used Amos software, Model fitting results revealed that, social capital and strategic thinking, respectively, predict and explain 54 and 49 percent of changes of entrepreneurial opportunities recognition. In the research, the final model showed that social capital variables and strategic thinking had positive impact on opportunity recognition. Accordingly, reinforcing components of social capital among rural youths can have a strong relationship with strategic thinking and increase this type of thinking. In general, considering that the characteristics of youth entrepreneurship, (including social capital and strategic thinking) will have an impact on youth entrepreneurship intentions, it is expected that rural youth entrepreneurship intentions and their entrepreneurial skills should be improved. Hence, promoting entrepreneurial characteristics of rural youths is very necessary for them to become entrepreneurs in the future and increase the possibility of influencing their productive employment. Based on the findings, it can be offered that different trainings, such as social skills, management skills, expressiveness skill, persuasion, and social adjustment should be available to the rural youths. 4. CONCLUSION The researchers of the present study found that variables such as appreciating the lives of rural youth, futurism, conceptual thinking and opportunism of rural youth had a direct relationship with entrepreneurial opportunities recognition. Rural researchers and planners can use the findings of this study to boost entrepreneurial activities and ventures among the rural youth. These results must, however, be treated with caution because this study is restricted in terms of subject into entrepreneurial opportunities recognition among rural youths of Kangavar County.

Purpose– The purpose of this paper is to investigate the competency models used by organizations to assess the strategic thinking ability of their leaders, managers, and other employees.Design/methodology/approach– A basic interpretive study was conducted with human resource executives across a broad range of large organizations. Participants were interviewed, and competency models in use were shared, reviewed, and discussed. The model development process was also explored in depth. Findings were verified via member checks and triangulation.Findings– Models in use either identify strategic thinking as a stand-alone competency, or embed it under three different areas. Most cover one or more executive levels, stating varying expectations for strategic thinking by job title or level, or differentiating strategic thinking performance levels. The models include descriptions of strategic thinking behaviors that cross seven categories of strategy development, implementation, and organizational alignment.Research limitations/implications– The study provides indications of potential generalizations that should be considered with more organizations across sectors.Practical implications– The findings provide practitioners with format and content examples to enhance the assessment of strategic thinking in existing competency models, as well as process considerations for model development/revision. The findings also identify how competency model components are used across the spectrum of talent management activities.Originality/value– The study fills a gap in the literature by providing empirically based identification of the strategic thinking behaviors organizations consider essential competencies and how they are assessed. In so doing, the study provides a glimpse of how strategic thinking is used in practice and across a range of strategic management activities. In addition, the study links strategic thinking to the competency development literature, illustrating details of competency model development for strategic thinking, and identifying opportunities for related theory development in both domains.

In Learning to Think Strategically, author Julia Sloan presents a previously unexamined account of the relationship between strategic thinking and the learning process involved — taking learning from the academic to the everyday. This book is an original primer on how successful strategists learn to think strategically. This authoritative book traces the history of strategy, differentiates strategic thinking from planning, describes the influence of culture, streamlines the roles of rationality and intuition, and identifies five key attributes for learning to think strategically. Learning to Think Strategically asserts that learning is the critical link to strategic thinking. Learning is a "conversion tool" that can transform thinking strategically into a sustainable competitive advantage.

PurposeThis study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of strategic thinking between its antecedents and competitive advantage.Design/methodology/approachA self-reported questionnaire with 51 questions was floated among 220 professionals from various industries in India. The response was analysed using the partial least squares-structural equation modelling methodology using SmartPLS software.FindingsThe direct effect of creativity, corporate culture and knowledge management are established with strategic thinking, as well as a competitive advantage. Also, the study finds a significant relationship between strategic thinking and competitive advantage. The study finds no mediation (direct effect) in the case of creativity, corporate culture and knowledge management. Further, no mediation (no relationship) is found in the case of vision.Practical implicationsBusiness must start adopting strategic thinking practices in their decision-making process to create a competitive advantage. Further, the influence of corporate culture, creativity and knowledge management on strategic thinking highlights their importance.Originality/valueThe study establishes the impact of antecedents of strategic thinking on competitive advantage. The study highlights the importance of other factors along with strategic thinking for achieving competitive advantage.

The post-pandemic business landscape in Africa is characterized by organizational non-performance, employee attrition, lack of resilience, and strategic thinking in recent times. It continues to generate public discussion, concerns, and scientific interest because of its negative impacts. The coronavirus pandemic has also heightened these concerns; though, organizations continue to grapple for ways to improve performance. However inadequate strategic thinking is prevalent and has not received adequate attention post-pandemic, particularly in Nigeria the giant of Africa owning to the population. Therefore, this study aims to determine the association between strategic thinking and the long-term performance of organizations in Nigeria with a representative sample of selected teaching hospitals in Ogun State Nigeria. This is due to the peculiarity of teaching hospitals to live and well-being and the peculiar erratic business environment in Nigeria. The investigation utilized a survey research design comprising 339 medical doctors (Registrars, Senior Registrars, and Consultants) from teaching hospitals in Ogun State, Nigeria. The technique of total enumeration was used. A validated semi-structured questionnaire was utilized to collect data for the study. The constructs' Cronbach's alpha reliability coefficients ranged from 0.88 to 0.92. The rate of response was 93.8%. For the analysis of the data descriptive and inferential statistics were employed (Pearson product-moment correlation and regression analysis). The data analysis revealed that strategic thinking had a significant positive effect on the organizational performance of teaching hospitals in Ogun State, Nigeria (Adj. R2 = 0.051, F(4, 313) = 5.295, p < 0.05). The study concluded that strategic thinking affects the organizational performance of teaching hospitals in Ogun State, Nigeria, and can ensure long-term survival. Due to the correlation between strategic thinking and organizational performance, it is recommended that organizations adopt strategic thinking and ensure that they comprehend its significance to organizational performance. Strategic thinking can be a solution for hospital organizations to remain resilient in uncertain times.

This article is a conceptual framework and literature review on strategic thinking. It examines some of the more recent definitions and identifies a number of key elements involved. Further analysis determines a number of situations that can improve strategic thinking capability in individuals and considers whether organizations can successfully adopt its conclusions to develop their managers and improve the business. The article briefly discusses the relationship between strategic thinking, strategic planning and emergent strategy and suggests that strategic thinking needs to precede both and is essential in making them more appropriate and effective. The authors believe that the greater the sum total of strategic thinking and thinkers in the organization the more readily and effectively it can respond to and take advantage of the vast array of changes occurring in today’s business environment. However, despite the significant levels of delayering and flattening of structures that has taken place in the last decade or so, some organizational barriers continue to stifle opportunities for strategic thinking by limiting the flow of experiences and insights to relevant corners of the firm. The authors suggest that knowledge management can have a significant role in increasing and improving strategic thinking by drawing such experiences and insights from all parts of the organization and making them available to points of strategic decision and action.

Confusion between strategic planning and strategic thinking in the context of strategic leadership and its effect on competitive advantage was the foremost rationale for this study to come into view. Thereby, the aim of this study was to examine the role of two mediating variables, i.e., strategic planning and strategic thinking in the impact of strategic leadership on competitive advantage. Scoping health care sector in Jordan resulted in three public hospitals agreed to participate in the study. Data were gathered using a questionnaire developed on the basis of literature review. A total of 1000 questionnaires were administered to hospitals. A total 521 questionnaires were returned with a response rate of 52.1%. The results pinpointed that strategic leadership significantly predicted strategic planning, strategic thinking and competitive advantage. the results also revealed that strategic planning and strategic thinking significantly and positively related to competitive advantage. accordingly, it was approved that strategic planning and strategic thinking mediated the effect of strategic leadership on competitive advantage. Despite that the influence of strategic thinking on competitive advantage was greater than the influence of strategic planning on competitive advantage. The study hold the perspective that both strategic planning and strategic thinking were essential in the context of strategic leadership, since strategies are developed by strategic thinking and operationalized via strategic planning.

The aim of the article is to reconceptualize the term/phenomenon “strategic thinking”. First of all, it discusses socio-cultural roots and contexts of strategic thinking. Although strategic thinking rests on the neuro-psychical thinking mechanisms of an individual, it is a peculiar process as it is a competence mastered through practical and educational activities (in a specific socio-cultural context), which requires an appropriate conceptual-intellectual training. The article is of the viewpoint-conceptual nature. On the basis of the review and critical analysis of the theoretical interpretations of strategic thinking, the author of this article presents his own system of defining, structuring or enumerating the basic socio-cultural frames. The main result is the conceptualization of strategic thinking culture. Owing to the increasing worldwide significance of strategic thinking – in various areas of human activity – the considerations included in the article may considerably contribute to the progress of the universal theory of strategy. The content can facilitate the development of human perception of reality and their effective performance within the reality.

The lack of instruments that evaluate strategic thinking and the fact that it is positively related to high levels of professional performance has led us to the development and validation of a questionnaire that allows us to measure it in an organizational context. This was done through three studies. First an exploratory study, in which 272 Human Resources (HR) professionals participated, allowed us to develop its items and analyze its psychometric properties. From it three factors were extracted: (1) systemic thinking, (2) vision towards the future and, (3) identification of new opportunities. Also, the results indicated the existence of a latent overall model of strategic thinking. Secondly, a confirmatory study, where 352 Human Resources professionals participated, intended to validate the results of the previous study. The same three factors, and a latent factor were replicated revealing that the model presented had an excellent adjustment. Furthermore, a third study was carried out in order to study the perceived relationship between strategic thinking, satisfaction, trust and customers’ retention. This study counted with the participation of 273 professionals who held positions of middle and upper management, key employees regarding the use of ST in organizations. The results of the three studies allow us to conclude that the Strategic Thinking Questionnaire is a valid instrument to analyze strategic thinking.

<p>Whilst a lot of our strategic focus in the public sector is on linear policy approaches, many systems/ phenomena of importance are defined as non-linear or far from equilibrium. Traditional approaches to linear forecasting have not proved effective for non-linear systems, since non-linear systems follow a different set of rules. Historically, non-linear systems were too hard to forecast, but over recent decades some rules and approaches are starting to emerge. One important and clearly defined category of non-linear systems are those that follow a ‘power-law’ distribution rather than the ‘normal’ distribution, which is often associated with linear systems or systems in equilibrium. My research collects, analyses, and does a comparative analysis of the different power law populations, as well as the main strategic forecasting techniques that can be applied to those populations/ systems. Overall Conclusions and observations. Just as in science and mathematics, there is now a clearly defined separation and understanding of linear and non-linear systems and the rules that apply to each. My thesis has as its central theme, the idea that strategy as a subject also fits this same philosophical separation of approaches, which I have called the strategic planning versus the strategic thinking divide. Strategic planning is essentially the linear approach – being rational and assuming relatively stable conditions. Strategic thinking assumes the world is effectively non-linear and ‘far from equilibrium’. Non-linear approaches mean acknowledging concepts like; punctuated equilibrium, power law ‘log-log’ graphs, ‘scale-free’ characteristics, ‘self organising criticality’, accepting only pattern prediction (including 1/f formulas) and not precise prediction etc. Understanding non-linearity is essential to understand such things as ‘Black Swans’. Luck, serendipity and ‘bounded rationality’ are always involved in non-linear complex adaptive systems, whereas linear systems tend to comply with the so called ‘rational’ traditions in science and economics. Power law statistical distributions can be seen in a wide variety of non-linear natural and man-made phenomena, from earthquakes and solar flares to populations of cities and sales of books. This sheer diversity of effects that have power law distributions is actually an amazing fact that has only become evident over the last decade or so. Since the world contains aspects that are clearly linear and other aspects that are clearly non-linear, it is essential for someone interested in strategy to be able to understand both systems and be able to apply the correct techniques to each approach. The two parts of ‘punctuated equilibrium’ effectively link the two strategic approaches together as there is only one world and not two separate realities. It therefore follows that a strategist needs a good understanding of both strategic planning and strategic thinking, since both are needed for different phases or periods, and perhaps both are needed for any period when you can't tell what phase you are in, which can also happen. I suggest that under a linear phase, the strategic planning approach should be dominant, but supported by strategic thinking (since you never know when events will turn abruptly); whereas in a turbulent non-linear period the strategic thinking approach should be dominant, but supported by strategic planning (since you know that great turbulence will not last). This is a sort of a swapping dominant/ recessive situation, which has a loose parallel in the theory of the left/ right brain split, where it is not wise to use only one style of thinking, since there are two styles which suit different situations. The key is to pick the right thinking style for the right situation. Just as we have one brain, but two thinking styles, so in the strategy toolbox we also have two valid, useful and complimentary general strategic approaches. However for this thesis, I have focused on the non-linear power law aspects of life which have strong implications for strategic thinking, since that is the new area for me as well as one of the new knowledge frontiers for strategy as a subject (and for leadership, politics and many other areas).</p>

This paper proposes a use of the discursive approach to explicate variety in ways of strategic thinking. Such an explication of variety is both useful managerially in increasing awareness of greater discursive resources and also theoretically in critiquing views of strategic thinking as homogenous and organizationally contained. Ways of strategic thinking have been investigated using a variety of approaches including expertise perspectives (Voss, Greene et al. 1983), cognitive mapping (Eden, Jones et al. (1979); Huff (1990) ) and upper echelon theory (Hambrick 1998). More recently the linguistic turn in organizational sciences (Alvesson and Karreman 2000), and the study of strategy as practice (Whittington 1996; Hendry 2000) have seen the application of discursive methodologies to the study of strategy. One strand of discourse analysis has been used to analyse the impact of discursive changes on organizations (Hardy, Palmer et al. 2000). A discourse analysis approach can also be used to explicate greater variety in ways of strategic thinking (McAuley, Duberley et al. 2000). This paper argues that the potential of forms of discourse analysis has not been fully realised and may be used to critique the closed nature of organizational discourses assumed in much of the managerial literature (e.g. Sanchez 2001). The evidence that discourse analysis could produce would complement what other methodologies have had to say about the homogenous (Spender 1989) or heterogeneous (Bowman and Ambrosini 1997) nature of strategic thinking.

Strategic thinking has increasingly emerged as a critical competency for public institutions operating under volatility, uncertainty, complexity, and ambiguity, particularly in resource-dependent economies where governance structures are often under pressure to balance developmental aspirations with sustainability imperatives. This paper explores the manifestation and practical utility of strategic thinking within Zambia’s Ministry of Mines and Minerals Development, the central regulatory authority responsible for overseeing the extractive sector, which constitutes a significant proportion of the country’s economic base. Using a qualitative case study design, the paper draws sources of evidence, through in-depth interviews with policymakers, focus group discussions with sector stakeholders, and systematic analysis of institutional and policy documents, ensuring triangulation and richness of data. The inquiry focuses on Liedtker’s conceptualisation of strategic thinking as lenses through which to assess strengths and weaknesses of strategic orientation. Findings indicate that while the Ministry has articulated an ambitious and forward-looking vision aimed at diversifying Zambia’s mineral economy beyond copper dependence, significant gaps persist between strategic intent and practical execution. Similarly, while elements of intelligent opportunism such as responsiveness to emerging prospects in gold and manganese mining are evident, the absence of robust adaptive mechanisms constrains the translation of these opportunities into sustainable developmental gains. There is a weak practice of strategic thinking when developing Ministerial Strategic Plan and hence misalignment with the National Plan (8NDP) programmes. Knowledge gap exists among the framers of the Plan as most of them were not conversant which suggests the need to deepen the strategic thinking when developing plans. Keywords: Strategic Thinking, Systems Thinking, Intent Focus, Intelligent Opportunism, Strategic Planning Public Institutions, Zambia

Strategic thinking is like a lever that paves the way for organization to achieve improved performance. But it should be noted that strategic thinking mostly emphasizes on activities that must not be performed. The purpose of the present study is to explore the relationship between strategic thinking and the establishment of knowledge management as well as organizational innovation. The sample consisted of all employees (180) of the National Oil Products Distribution Company in Miandoab region. According to Cochran formula, the sample is set equal to 120. The nature of this study is non-experimental, and its purpose is applied. To collect data, survey method was used. The type of the study is descriptive-analytical. The questionnaire, used as a measurement tool, had a good reliability and validity. To analyze the data, SPSS 18 and Lisrel 18.5 softwares were used and Kolmogorov-Smirnov test, Pearson correlation coefficient, and exploratory factor analysis were examined. The results of the study confirmed the researcher's hypothesis that there is a relationship between strategic thinking and the establishment of knowledge management and organizational innovation at the National Oil Products Distribution Company in Miandoab region. DOI: 10.5901/mjss.2016.v7n4S1p294

Mathematical strategic thinking ability is one of the strategic thinking aptitude which is needed to confront the challenge in this globalization era. It is because the strategic thinking is useful for problem solving and decision making. The object of this research is the impact quality of Quantum Learning Based on Creative Problem Solving (QBCPS) for the escalation of Mathematical Strategic Thinking Ability (MSTA). This research focused on the gender differences (Boy and Girls) between the students who are received QBCPS with those who got the direct learning. The method of this research is quasi experiment with the population is all of High School students in Bogor City. The research sample is the first year students in one of Bogor City High School with total of 140 students from four class. The result study showed that MSTA on boy and girl students didn’t have any significant difference, whether the QBCPS learning or the other one. But, there is a discrepancy in the increasing of every MSTA learning of boy and girl students for both learning treatment. And also, there is a distinction of significant increasing in MSTA between the boy students with QBCPS learning and the other one, as well as girl students. The MSTA’s enhancement of boy and girl students with QBCPS learning is higher than those with direct learning. This uplift didn’t influenced by diverse gender, but only affected by the learning model treatment.