Developing a Comprehensive Model of Strategic Thinking as an Organizational Competency for the NIGC (Iranian National Gas Co.)

Subject Areas : Futurology

nima rahmani ¹ , mirza hassn Hosseini ² , mohammad Mahmudi Meymand ³ , mohammad taghi amini ⁴

1 - PhD. student, Faculty of Management, Payame Noor University, Tehran, Iran. (Corresponding Author) [e-mail]
2 - Professor, Department of Management, Payame Noor University, Tehran, Iran
3 - Associate Professor, Department of Management, Payame Noor University, Tehran, Iran.
4 - Associate Professor, Department of Management, Payame Noor University, Tehran, Iran

Received: 2018-06-10 Accepted : 2018-10-29 Published : 2019-01-21

Keywords: Competency, Thinking Strategies, Foresight, Strategic Thinking, Environmental Requirements,

Abstract :

Background: Studies of the last two decades in the field of strategic thinking have been developed in two branches of psychology and management. Researchers have recently proposed a hybrid approach that has led to the development of an organizational competency. Objective: the purpose of this study was to develop a comprehensive and process model of strategic thinking for the Iran National Gas Company`s mangers, in accordance with synthesizing the recent studies, as an organizational competency which separated in two dimensions of content and strategies with the aim of developing its components as well as identifying and explaining the unique requesting factors, the underlying factors on both the individual and organizational levels and the expected outcomes. Methods: the research plan was an exploratory combination which through qualitative strategies (Grounded Theory and meta-synthesis), primary conceptual model was obtained. Then, through a quantitative strategy (survey), model was tested. In the qualitative section, a targeted sampling method, a semi-structured interview with managers of strategic level, as well as a taking notes of the company's documents, were applied. In quantitative section, based on vizenry rule, the number and member of sample were determined. The number of sample was determined based on the Vinzi`s rule and STQv6 test. Data was collected by using an electronic questionnaire. Findings: the requirements including environmental, organizational and value as requesting factors, the visionary manager and the corporate entrepreneurship as the underlying factors, the content dimension of strategic thinking, including 5 methods of divergent thinking, strategies include 6 ways of thinking, the target and expected outcomes including 4 organizational capabilities, in whole, form the strategic thinking model. Results: strategic thinking, should be used as an organizational competency focused on the organizational goals and in accordance with environmental requirement to optimally develop organization's capabilities.