Showing papers on "Strategic planning published in 2005"
TL;DR: A detailed review of current KM and related literatures on a large number of possible knowledge-sharing barriers, bringing together a large range of knowledgesharing barriers in an attempt to indicate the complexity of knowledge sharing as a value-creating organisational activity.
Abstract: Purpose – Knowledge sharing is the corner-stone of many organisations’ knowledge-management (KM) strategy. Despite the growing significance of knowledge sharing’s practices for organisations’ competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This paper provides a detailed review of current KM and related literatures on a large number of possible knowledge-sharing barriers with the purpose of offering a more comprehensive and structured starting-point for senior managers when auditing their organisation’s current knowledge base and knowledge-sharing requirements. Design/methodology/approach – This article reviews and discusses over three dozen potential knowledge-sharing barriers, categorising them into three main domains of recently published works: individual/personal, organisational, and technological barriers. Findings – The extensive list of knowledge sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle-necks and improving on the overall effectiveness of knowledge-sharing activities. Practical implications – Managers need to realise, however, that a particular knowledge sharing strategy or specific managerial actions will not suit all companies and that there are differences to be expected between MNCs and SMEs, private, public sector, and not-for-profit organisations. As such, the implementation of knowledge-sharing goals and strategies into an organisation’s strategic planning and thinking will vary greatly. Originality/value – The main discussion of this paper brings together a large range of knowledgesharing barriers in an attempt to indicate the complexity of knowledge sharing as a value-creating organisational activity.
1,394 citations
TL;DR: In this paper, the authors examine the relationship between a firm's entrepreneurial orientation and its overall performance and find that firms that follow a strategy of corporate entrepreneurship are able to pursue growth through new venture opportunities and strategic renewal.
Abstract: This article discusses research that examines the relationship between a firm's entrepreneurial orientation and their overall performance. The authors note that firms that follow a strategy of corporate entrepreneurship are able to pursue growth through new venture opportunities and strategic renewal. Firms that are able to effectively follow this strategy experience sustainable advantages and yield above-average returns. They outline and discuss five dimensions of corporate entrepreneurship including autonomy, innovativness, proactiveness, competitive aggressiveness and risk-taking. They examine what implications these strategies have for managers and identify areas of future research.
958 citations
TL;DR: In this article, the authors identify a key dimension of SPMS, integrative information, as being instrumental in assisting managers deliver positive strategic outcomes, and develop a model that predicts that integrative SPMS will enhance the strategic competitiveness of organizations.
Abstract: There is considerable interest in the role of strategic performance measurement systems (SPMS), such as balanced scorecards, in assisting managers develop competitive strategies. A distinctive feature of SPMS is that they are designed to present managers with financial and non-financial measures covering different perspectives which, in combination, provide a way of translating strategy into a coherent set of performance measures. There appears to be wide variation in how these systems are configured. However, as yet, there has been little consideration given to identifying underlying information characteristics that might help explain how the systems have beneficial effects. This study identifies a key dimension of SPMS, integrative information, as being instrumental in assisting managers deliver positive strategic outcomes. Three interrelated dimensions of integrative SPMS were identified in this study. The first, strategic and operational linkages, was a generic factor that captures the overall extent to which the systems provide for integration between strategy and operations, and integration across elements of the value chain. The second attribute, customer orientation, focuses on customer linkages and includes financial and customer measures. The third dimension, supplier orientation, is based on linkages to suppliers and includes business process and innovation measures. A model is developed that predicts that integrative SPMS will enhance the strategic competitiveness of organizations. It is proposed that the influence of integrative SPMS on strategic outcomes is indirect through the mediating roles of alignment of manufacturing with strategy and organizational learning. Data from a survey of 80 strategic business units provide varying support for the proposed relationships.
947 citations
TL;DR: In this paper, the authors argue that individuals are made up of individuals and that micro-foundations are needed for explanation in strategic organization, and that to fully explicate organizational anything, one must start with and understand the individuals that compose the whole, specifically their underlying nature, choices, abilities, propensities, heterogeneity, purposes, expectations and motivations.
Abstract: Organizations are made up of individuals, and there is no organization without individuals. There is nothing quite as elementary; yet this elementary truth seems to have been lost in the increasing focus on structure, routines, capabilities, culture, institutions and various other collective conceptualizations in much of recent strategic organization research. It is not overstating the matter too much to say that ‘organization’ has generally entered the field of strategy in the form of various aggregate concepts. This editorial essay is born out of a frustration on our part for the present lack of focus on individuals in much of strategic organization and the taken-forgranted status of ‘organization’. Specifically, the underlying argument of this essay is that individuals matter and that micro-foundations are needed for explanation in strategic organization. In fact, to fully explicate organizational anything – whether identity, learning, knowledge or capabilities – one must fundamentally begin with and understand the individuals that compose the whole, specifically their underlying nature, choices, abilities, propensities, heterogeneity, purposes, expectations and motivations. While using the term ‘organizational’ may serve as helpful shorthand for discussion purposes and for reduced-form empirical analysis, truly explaining (beyond correlations) the organization (e.g. existence, decline, capability or performance), or any collective for that matter, requires starting with the individual as the central actor. Our particular focus in this essay is on the organizational capabilities-based literature in strategic management. This focus serves as a specific example of a more general problem of lack of attention to individuals in strategic organization. (Wider implications could be explicated given more space.) As brief support for the fact that our discussion does have wider ramifications, we note that Selznick has also quite poignantly raised the need for micro-foundations on the part of institutional scholars (1996: 274). Whetten (2004) also highlights the fact that scholars are rarely explicit about what they mean by ‘organizational’. STRATEGIC ORGANIZATION Vol 3(4): 441–455 DOI: 10.1177/1476127005055796 Copyright ©2005 Sage Publications (London,Thousand Oaks, CA and New Delhi) http://soq.sagepub.com
796 citations
TL;DR: The notion of IT-dependent strategic initiative is formally defined and used to frame a review of the literature on the sustain- ability of competitive advantage rooted in information systems use, offering a framework that articulates both the dynamic approach to IT- dependent strategic advantage currently receiving attention in the literature and the underlying drivers of sustainability.
Abstract: The role of information systems in the creation and appropriation of economic value has a long tradition of research, within which falls the literature on the sustainability of IT-dependent competitive advantage. In this article, we formally define the notion of IT-dependent strategic initiative and use it to frame a review of the literature on the sustain- ability of competitive advantage rooted in information systems use. We offer a framework that articulates both the dynamic approach to IT-dependent strategic advantage currently receiving attention in the literature and the underlying drivers of sustainability. This framework models how and why the characteristics of the IT-dependent strategic initiative enable sustained competitive advantage, and how the determinants of sustainability are developed and strengthened over time. Such explanation facilitates the pre-implementation analysis of planned initiatives by innovators, as well as the post-implementation evaluation of existing initiatives so as to identify the basis of their sustainability.
In carrying out this study, we examined the interdisciplinary literature on strategic information systems. Using a structured methodology, we reviewed the titles and abstracts of 648 articles drawn from information systems, strategic management, and marketing literature. We then examined and individually coded a relevant subset of 117 articles. The literature has identified four barriers to erosion of competitive advantage for IT-dependent strategic initiatives and has surfaced the structural determinants of their magnitude. Previous work has also begun to theorize about the process by which these barriers to erosion evolve over time. Our review reveals that significant exploratory research and theoretical development have occurred in this area, but there is a paucity of research providing rigorous tests of theoretical propositions.
Our work makes three principal contributions. First, it formalizes the definition of IT-dependent strategic initiative. Second, it organizes the extant interdisciplinary research around an integrative framework that should prove useful to both research and practice. This framework offers an explanation of how and why IT-dependent strategic initiatives contribute to sustained competitive advantage, and explains the process by which they evolve over time. Finally, our review and analysis of the literature offers the basis for future research directions.
691 citations
TL;DR: In this paper, the authors introduce a two-dimensional framework to further the understanding of public sector corruption and identify its implications for multinational enterprises (MNEs) using an institutional perspective.
Abstract: Multinational enterprises (MNEs) often encounter government corruption when operating in host countries; however, in the international management literature, it is typically assumed that government officials pursue national interests rather than their own. We introduce a two-dimensional framework to further the understanding of public sector corruption and identify its implications for MNEs. Using an institutional perspective, we examine how the pervasiveness and arbitrariness of corruption can affect an MNE's organizational legitimacy and strategic decision making. We apply our analysis to the mode of entry decision.
608 citations
TL;DR: In this article, the authors build on work in industrial/organizational psychology to develop the construct of executive job demands; discuss its major determinants; propose some of its key implications for strategic choices and leadership behaviors; and propose the usefulness of this construct in advancing research on numerous fronts including agency theory, executive compensation, and upper echelons.
Abstract: Executive jobs vary widely in the difficulty they pose for their incumbents, yet research on top executives and strategic decision making has largely ignored this reality. We build on work in industrial/organizational psychology to develop the construct of executive job demands; discuss its major determinants; propose some of its key implications for strategic choices and leadership behaviors; and propose the usefulness of this construct in advancing research on numerous fronts, including agency theory, executive compensation, and upper echelons.
607 citations
Book•
30 Jun 2005
TL;DR: This chapter discusses strategy and the Strategic Management Process, which involves analyzing a Firm's External Environment and its Internal Capabilities.
Abstract: PART ONE: The Tools of Strategic Analysis Chapter 1 What Is Strategy and the Strategic Management Process? Chapter 2 Evaluating a Firm's External Environment Chapter 3 Evaluating a Firm's Internal Capabilities Cases: Bill Drayton's Ashoka, Apple Computer Inc.: iPod and iTunes, Swatch and the Global Watch Industry, Wal-Mart Stores, Inc., Harlequin Enterprises: The Mira Decision, Nucor in 2005 PART TWO: Business Level Strategies Chapter 4 Cost Leadership Chapter 5 Product Differentiation Cases: Samsung Electronics, JetBlue: Too Much Turbulence, Bang & Olufsen: The Electronics Entertainment Industry in 2003, The Levi's Personal Pair Proposal, Hong Kong's Ocean Park: Taking on Disney PART THREE: Corporate Strategies Chapter 6 Vertical Integration Chapter 7 Corporate Diversification Chapter 8 Organizing to Implement Corporate Diversification Chapter 9 Strategic Alliances Chapter 10 Mergers and Acquisitions Cases: eBay: To Drop Off or Not, Nucleon, Inc., British Sky Broadcasting, L'Oreal- Body Shop Acquisition, Extending the "easy" Business Model: What Should easyGroup do Next?, Hallmark Cards in 2006, Cooper Industries (A), Ben & Jerry's Japan, Toyota's Strategies and Initiatives in Europe, Hewlett Packard in 2001, Vodafone: Out of Many One
465 citations
11 Mar 2005
TL;DR: This chapter discusses strategic planning, task structure and performance testing, and the effects of strategic planning on the oral narratives of learners with low and high intermediate L2 proficiency.
Abstract: 1. Preface 2. Section 1. Introduction 3. 1. Planning and task-based performance: Theory and research (by Ellis, Rod) 4. Section 2. Task rehearsal 5. 2. Integrative planning through the use of task repetition (by Bygate, Martin) 6. Section 3. Strategic planning 7. 3. What do learners plan?: Learner-driven attention to form during pre-task planning (by Ortega, Lourdes) 8. 4. The effects of focussing on meaning and form in strategic planning (by Sanguran, Jiraporn) 9. 5. The effects of strategic planning on the oral narratives of learners with low and high intermediate L2 proficiency (by Kawauchi, Chieko) 10. Section 4. Within-task planning 11. 6. The effects of careful within-task planning on oral and written task performance (by Ellis, Rod) 12. 7. Strategic and on-line planning: The influence of surprise information and task time on second language performance (by Skehan, Peter) 13. Section 5. Planning in language testing 14. 8. Planning for test performance: Does it make a difference? (by Elder, Catherine) 15. 9. Strategic planning, task structure and performance testing (by Tavakoli, Parvaneh) 16. Section 6. Conclusion 17. 10. Planning as discourse activity: A sociocognitive view (by Batstone, Rob) 18. References 19. Index
433 citations
TL;DR: In this paper, the authors propose a value-system continuum that forms the basis for classifying different types of strategic business nets and discuss the core managerial questions and capabilities required in management in strategic nets.
421 citations
TL;DR: In this article, the use of strategic planning and management processes in municipal governments with populations over 25,000 was investigated and it was found that managers were enthusiastic about their experiences with strategic planning, and largely satisfied with their achievement of goals and objectives.
Abstract: This article focuses on the use of strategic planning and management processes in municipal governments with populations over 25,000. Strategic planning has been used in municipalities for 20 years now, but little is known about how it is used and the results obtained. In particular, we explore whether municipal governments tie other components of the overall strategic management process to their strategic plans. Findings do not show a dramatic expansion in the use of strategic planning, but there is some evidence of growing sophistication, as demonstrated by links to other management and decision-making activities. Managers were enthusiastic about their experiences with strategic planning and largely satisfied with their achievement of goals and objectives. Overall, we find a raising of the bar as far as strategic planning is concerned, but the use of comprehensive strategic management is only beginning to develop in a small number of leading-edge municipalities.
TL;DR: The authors argue that, in addition to product relatedness, a focus on institutional relatedness helps answer the question of "What determines the scope of the firm?" and propose an institution-based theory of corporate diversification.
Abstract: “What determines the scope of the firm?” is one of the most fundamental questions in strategic management. We argue that, in addition to product relatedness, a focus on institutional relatedness—defined as an organization's informal linkages with dominant institutions that confer resources and legitimacy—helps answer this question. We address this question both longitudinally (firms in developed and emerging economies over time) and cross-sectionally (developed versus emerging economies), thus contributing to an institution-based theory of corporate diversification.
TL;DR: A survey of businesses in the automotive aftermarket industry provided insights into how reverse logistics performance can be influenced by a few key strategic decisions as discussed by the authors, and it is important that the resources be focused on developing information technology capabilities.
Abstract: A survey of businesses in the automobile aftermarket industry provided insights into how reverse logistics performance can be influenced by a few key strategic decisions. Resource commitment is critical to program performance. However, it is important that the resources be focused on developing information technology capabilities. This, no doubt, is reflective of the nature of reverse logistics. Information support––for authorizing, tracking, and handling returns––can positively impact both economic and service quality-related performance.
Posted Content•
TL;DR: The second edition of Strategies of Cooperation as mentioned in this paper extends the first edition's clear and comprehensive survey of strategic alliances, presenting different disciplinary perspectives (economics, strategy, organization theory) and numerous examples from the corporate world.
Abstract: Strategic alliances are increasingly common, as many organizations look towards various partnering arrangements This second edition of Strategies of Cooperation extends the first edition's clear and comprehensive survey of strategic alliances Presenting different disciplinary perspectives (economics, strategy, organization theory) and numerous examples from the corporate world The text has been thoroughly revised and updated, taking account of new theoretical models, and its coverage of case studies has been extended It will be ideal for business students and managers alike wishing to understand the challenges of managing alliances
TL;DR: In this paper, the authors adopt the system dynamics methodology as a modeling and analysis tool to tackle strategic issues for food supply chains and demonstrate the applicability of the developed methodology on a multi-echelon network of a major Greek fast food chain.
TL;DR: In this paper, the authors evaluate intuition's costs and benefits in light of an organization's goals, drawing evidence from the fields of behavioral decision making, strategic decision-making, and mental modeling.
Abstract: Executive Overview Many executives and managers embrace intuition as an effective approach to important decisions. Indeed, recent surveys and business press articles indicate broad support for the use of intuition when making strategic decisions. The need for quick decisions, the need to cope with demands created by complex market forces, and the assumed benefits of applying deeply held knowledge combine to create strong perceived value for the intuitive approach. Intuition, however, has not been subjected to sufficient review, particularly in a forum for executives and other managers. This article responds to the need for critical evaluation. Utilizing holistic hunch and automated expertise as two fundamental definitions, our review evaluates intuition's costs and benefits in light of an organization's goals. Drawing evidence from the fields of behavioral decision making, strategic decision making, and mental modeling, our conclusions suggest intuition is a troublesome decision tool. To contribute to eff...
Abstract: Seaports are complex and dynamic entities, often dissimilar from each other, where various activities are carried out by and for the account of different actors and organisations. Such a multifaceted situation has led to a variety of operational, organisational and strategic management approaches to port systems. It is noticeable in the current body of port literature that the conceptualisation of the port business has taken place at different disciplinary levels without producing a comprehensive and structured port management discipline. Much of the current literature on ports has been developed by international organisations and institutions in the field (United Nations Conference on Trade and Development (UNCTAD), World Bank Group, etc.) and a resulting terminology has evolved depicting specific concepts hardly understood by professionals and academics outside the field. On the other hand, many areas of port operations and management still remain unexplored, and there are few academic references outlining the different features of operational and strategic management in ports. This paper examines the validity of the conventional terminology for classifying ports, questioning the assumption that ports should be conceptualised as separate markets and distinct operational and business ventures. It seeks to demonstrate that in today’s inter-related global markets and businesses with integrated logistics and supply chain flows, there is less of a case for the traditionally isolated and restricted port terminology.
TL;DR: In this paper, a tension is discovered between recursive practices contributing to ontological security, achieved through pre dictability, and adaptive practices, achieving individual ownership of strategy, achieved by personal interpretation.
Abstract: Research into the practice of organizational strategy is centered on the work of individual strategists. Strategic champions, individuals going beyond their operative responsibilities in strategic issues, are key stakeholders in research into strategy-as-practice. In this article, interview accounts of 158 champions from 12 organizations are analyzed for how strate gic practices enable and disable strategic champions in their work. A tension is discovered between recursive practices contributing to ontological security, achieved through pre dictability, and adaptive practices contributing to individual ownership of strategy, achieved through personal interpretation.
11 Mar 2005
TL;DR: The relationship between land-use models and planning in the context of new approaches, tools, and techniques that can amplify the positive synergies between the two domains and enhance the ability of spatial planning to prepare for the future is discussed in this article.
Abstract: Despite more than four decades of efforts to integrate the two fields, the place of land-use models in planning remains problematic. The expanding possibilities afforded by today's planning support systems (PSS) invite a rethinking of the relationship between land-use models and planning in the context of new approaches, tools, and techniques that can amplify the positive synergies between the two domains and enhance the ability of spatial planning to prepare for the future. This paper addresses one vitally important area in which the contribution of models to planning practice could be greatly improved. This is the neglected area of strategic planning, which is inextricably linked with the future-oriented mission of the field. The paper begins with an examination of the continuing tensions between modeling and planning, tensions that need to be reconsidered in light of the growing sophistication of land-use models intended for use in a planning context. It then outlines three interrelated roles for land-...
01 Aug 2005
TL;DR: This article examined the effects of three strategic process variables - strategic decision-making participativeness, strategy formation mode, and strategic learning from failure - on the entreprehensiveness of the enterprise.
Abstract: This research examined the effects of three strategic process variables - strategic decision-making participativeness, strategy formation mode, and strategic learning from failure - on the entrepre...
Book•
26 Jan 2005
TL;DR: In this paper, the authors present a survey of the strategic and marketing analysis marketing auditing and swot analysis segmental, productivity and ratio analysis approaches to competitive analyis approaches to customer analysis where do we want to be?
Abstract: Where are we now? - strategic and marketing analysis marketing auditing and swot analysis segmental, productivity and ratio analysis approaches to competitive analyis approaches to customer analysis where do we want to be? - strategic direction and strategy formulation missions and objectives structural, market and environmental analysis market segmentation targeting and positioning the formulation of strategy - analyzing the product portfolio, generic strategies for leaders, followers, challengers and nichers how might we get there? - strategic choice pricing policies and strategies the promotional plan the distribution plan which way is best? - strategic evaluation criteria of choice modellingg approaches how can we ensure arrival? - strategic implementation and control problems to overcome management controls.
TL;DR: The authors reviewed the literature relating to crisis management in tourism and identified and briefly critiques several models that have been developed to help managers in their strategic planning for such contingencies. But, it is evident that there are wider lessons for the travel industry including the need to integrate crisis management with strategic planning processes, prepare detailed contingency plans, define decisional roles and responsibilities, and to retain a degree of flexibility.
Abstract: Tourism is particularly prone to external shocks, which by their nature are unpredictable and need to be addressed through effective crisis management processes. The paper reviews the literature relating to crisis management in tourism and identifies and briefly critiques several models that have been developed to help managers in their strategic planning for such contingencies. The terrorist attacks of ‘9/11’ are used as an exemplar of the type of external shock that can lead to crisis if travel industry managers fail to take immediate and decisive action. This paper discusses the reactions of leading UK based tour operators to the terrorist attacks and a case study is presented to examine the reaction of a particular company to ‘9/11’ and to review the ‘turnaround’ strategies used. The crisis management process model is compared and contrasted with the steps actually undertaken at the company. It is evident that there are wider lessons for the travel industry including the need to: integrate crisis management with strategic planning processes, prepare detailed contingency plans, define decisional roles and responsibilities, and to retain a degree of flexibility. Copyright © 2005 John Wiley & Sons, Ltd.
TL;DR: A generic optimization-based model for the strategic long-range investment planning and design of future hydrogen supply chains is presented, which supports BP's strategic hydrogen infrastructure planning using high-level optimization programming, and is coined bpIC-H2.
TL;DR: This paper draws on prior literature to identify key dimensions of SISP and its effectiveness and studies the evolution of these dimensions as a three-stage model, providing an interesting insight into how planning evolves as organizations reconcile seemingly contradictory ''rational'' and ''adaptive'' dimensions of planning.
TL;DR: In this paper, the authors present an outline of the characteristics of radio frequency identification technology (RFID) and discuss its perceived benefits, impacts and challenges, as they apply to retailers in the UK.
Abstract: Purpose – To offer an outline of the characteristics of radio frequency identification technology (RFID) and discuss its perceived benefits, impacts and challenges, as they apply to retailers in the UK. The paper draws together a range of information and intelligence about the application of RFID and reflects on the strategic planning challenges it poses to retailers.Design/methodology/approach – The paper draws its material largely from trade and practitioner sources and illustrates general themes with specific retail examples.Findings – The paper suggests that RFID has the potential to deliver a wide range of benefits throughout the supply chain, including tighter management and control, reduction in shrinkage, reduced labour costs and improved customer service. However, retail users will have to address a number of operational and strategic challenges and consumer privacy concerns before these benefits can be fully realised. The adoption of RFID may further increase structural concentration within the ...
TL;DR: In this article, a large scale survey was conducted online with Warwick Business School alumni to investigate the impact of performance measurement in strategic planning process and the results indicated that performance measurement stands as one of the four main factors characterising the current practice of strategic planning.
Abstract: Purpose – To investigate the impact of performance measurement in strategic planning process. Design/methodology/approach – A large scale survey was conducted online with Warwick Business School alumni. The questionnaire was based on the Strategic Development Process model by Dyson. The questionnaire was designed to map the current practice of strategic planning and to determine its most influential factors on the effectiveness of the process. All questions were close ended and a seven-point Likert scale used. The independent variables were grouped into four meaningful factors by factor analysis (Varimax, coefficient of rotation 0.4). The factors produced were used to build regression models (stepwise) for the five assessments of strategic planning process. Regression models were developed for the totality of the responses, comparing SMEs and large organizations and comparing organizations operating in slowly and rapidly changing environments. Findings – The results indicate that performance measurement stands as one of the four main factors characterising the current practice of strategic planning. This research has determined that complexity coming from organizational size and rate of change in the sector creates variation in the impact of performance measurement in strategic planning. Large organizations and organizations operating in rapidly changing environments make greater use of performance measurement. Research limitations/implications – This research is based on subjective data, therefore the conclusions do not concern the impact of strategic planning process' elements on the organizational performance achievements, but on the success/effectiveness of the strategic planning process itself. Practical implications – This research raises a series of questions about the use and potential impact of performance measurement, especially in the categories of organizations that are not significantly influenced by its utilisation. It contributes to the field of performance measurement impact. Originality/value – This research fills in the gap literature concerning the lack of large scale surveys on strategic development processes and performance measurement. It also contributes in the literature of this field by providing empirical evidences on the impact of performance measurement upon the strategic planning process.
TL;DR: In this paper, the authors argue that the approach to strategy formation reflects organizational and individual influences, based on questionnaire responses from 359 firms, and examine a number of or or or...
Abstract: In this study we argue that the approach to strategy formation reflects organizational and individual influences. The study, based on questionnaire responses from 359 firms, examines a number of or...
TL;DR: In this paper, the integration of a backcasting method that embodies a five-level approach to planning in complex systems, with the ISO 14001 planning process requirements is proposed, which is a strategic planning framework that focuses on the minimum requirements for a sustainable society and embeds them in a process to assist firms in their sustainability initiatives.
TL;DR: In this paper, the authors developed a framework of strategic thinking, which integrates the micro-domain's focus on individuals and groups with the macro-domain focus on organisations, and examined some of the conceptual issues surrounding the construct, especially those concerning levels of analysis.
Abstract: Purpose – Following a multilevel approach, the purpose of this paper is to develop a framework of strategic thinking, which integrates the micro‐domain's focus on individuals and groups with the macro‐domain's focus on organisations.Design/methodology/approach – The paper first defines strategic thinking, outlines its elements and examines some of the conceptual issues surrounding the construct, especially those concerning levels of analysis. The following questions are addressed. What are the characteristics of an individual strategic thinker? What are the dynamics that take place within groups and how do they influence strategic thinking? What are the contributions of the organisational context to strategic thinking?Findings – Strategic thinking at the individual level is discussed in terms of diversity in representational systems. Strategic thinking at the group level looks at heterogeneity and conflict. Strategic thinking within the organisational context examines middle management involvement, the ro...