Developing strategic thinking as a core competency
Author:
- 1 February 2001
- journal article
- Published by Emerald Publishing in Management Decision
- Vol. 39 (1) , 63-71
Abstract
Lack of strategic thinking by senior managers has been identified as a major shortcoming in organisations. Draws on concepts in management and psychology to present a framework that can be used to remedy this situation. Argues that strategic thinking needs to be addressed at two different, but interrelated levels: the individual level and the organisational level. Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.Keywords
This publication has 10 references indexed in Scilit:
- Charting the landscape of global competition: Reflections on emerging organizational challenges and their implications for senior executivesAcademy of Management Perspectives, 1998
- Strategic thinking or strategic planning?Long Range Planning, 1998
- The art & discipline of business creativityStrategy & Leadership, 1997
- THE FIFTH DISCIPLINEMeasuring Business Excellence, 1997
- Conflict and Strategic Choice: How Top Management Teams DisagreeCalifornia Management Review, 1997
- From strategic planning to strategic managementLong Range Planning, 1996
- Strategic planning isn't dead— it changedLong Range Planning, 1994
- Strategic Planning Plus: An Organizational Guide1992
- A Taxonomy and Critique of Measurements Used in the Study of Creativity1989
- Issues in Understanding and Changing CultureCalifornia Management Review, 1986