خلاصة:
Strategic thinking is a core competence for organizations to stay in today's global and turbulent environment. Despite the consensus on the role of strategic thinking in achieving organizational results, most researchers studying the subject, have focused on the nature and factors affecting the strategic thinking, so, studies that explain the results and consequences of strategic thinking are rare in number and perspective.. The purpose of this paper is to identify and conceptualize a model for explaining the consequences of strategic thinking. In order to configure a comprehensive model, we used the research strategy of multi grounded theory (MGT). We first began a systematic review of the related studies that have been conducted over the last 40 years and then interviewed twenty seven experts who were selected through a purposive and snowball sampling methods. The findings led to the development of a model that conceptualized the consequences of strategic thinking in three groups: "Developing Organizational Capacities", "Achieving Financial Results" and "Improving Organizational Position in the Environment.". In order to validate the results and evaluate the model from the perspective of "understandability", "comprehensiveness", "applicability" and "innovation", we conducted experts survey over two sequential stages. The result of surveys verified the validity of the acquired results and appropriateness of the final model.
ملخص الجهاز:
Although in some studies no significant relationship between strategic thinking and organizational outcomes has been identified (Singh, House, and Tucker, 1986; Rajagopalan and Spreitzer, 1997), most experts have reached a consensus on the subject that strategic thinking can be an appropriate foundation for creative and effective strategies, and have confirmed its significant role in achieving organizational results (Porter, 1987; Zabriskie and Huellmantel; Mintzberg, 1995; Liedtka, 1998; Bonn, 2001; Bonn, 2005; Abraham, 2005; moon, 2013; Calabrese and Costa, 2015; Norzailan, Yusof and Othman, 2016).
The results of some studies conducted regarding the impact of strategic thinking on a diverse range of organizational outcomes are presented in the following table: Table 1- Consequences of strategic thinking Row | Strategic thinking consequences | Related studies Olaniyi and Lucas, 2016 Rastegar, Arefi and Hejazi, 1395 1 | Organizational innovation | Bekzadeh and Soltani, 1394 Khaksar, Khaqani and Zarei, 1392 2 | Alignment with environment and strategic agility | Salih and Alnaji, 2014 Self, Self, Matuszek & Schraeder, 2015 Kim, 2002 Self, Self, Matuszek & Schraeder, 2015 3 | Job satisfaction, job performance, commitment | Etemadi and Khodami, 1395 Sharifi, Taban and Sharafi, 1393 Mohammadi, Mortazavi, Asadi and Vahedi, 1392 Shokohyar, Kaviani, Fathabadi, Zafari, Rouhi and Hedavand, 4 | Product quality | 1395 Ghorbankhani and Salajghe, 1394 Abdollahipour and Mozaffari, 1395 Organizational capabilities 5 | Jamali, Danaei, Amini, Hasanzadeh and Emami, 1395 (Intelligence, change capacity, excellence, etc.
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