The Relationship between Strategic Thinking and Organizational Innovation (Case Study: Golrang Industrial Holdings)
Subject Areas : Industrial ManagementMansour Khaksar 1 , Masoume Khaghanie 2 , Amjad Zarie 3
1 - Assistant Professor, Islamic Azad University, Sannadaj Branch, Sanandaj, Iran
2 - M.A in Management, Islamic Azad University, Sannadaj Branch, Sanandaj, Iran
3 - Assistant Professor in Statestics, Islamic Azad University, Sanandaj Branch, Sanandaj, Iran
Keywords:
Abstract :
The aim of this study was to investigate the relationship between strategic thinking and organizational innovation in Industrial group subsidiary companies of Golrang. The type of this study was applied research and the method of descriptive-survey was used to examine the distribution of the population. This study according to data collection in time was cross-sectional study and based on the relationship between the variables was correlation research. To collect data, two questionnaires were used, one is in strategic thinking and the other is organizational innovation. The questionnaire was approved in terms of both formal and substantive through consultation with experts and professors and advisors and finally, questionnaire was prepared and edited. Statistical population of research was including450 people of managers in active companies of Golrang, which 90 of them were selected by Cochran formula and random sampling. The elements of organizational innovation in this study are included: the technological capability of the organization, strategic communication, focusing on customers' demands, the basic organizational competencies, a market orientation of the company, organization learning capability. The results with 95% confidence show that there is a significant and positive relationship between strategic thinking and organizational innovation and there is a significant and positive relationship between the five elements of system thinking, Inter Focus, Intelligent Opportunism, Hypothesis Drive and Thinking in Time with organizational innovation.
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2- Early, S. (2006). Recruiting and educating a board that can add value to strategy. Strategy and Leadership, 34(6), 54-55.
3- Graetz, F. (2002(.Strategic thinking versus strategic planning: toward understanding the complementarities. Management Decision, 40(5), 456-462.
4- Haghighi, M. (2001). Management of Organizational Behavior. Tehran: Termeh Publication.
5- Heracleous, L. (1998(. Strategic thinking or strategic planning? Long Range Planning, 31(3), 481-487.
6- Liedtka, J.M. (1998). Strategic thinking: can it be taught? Long Range Planning, 31(5), 120-129.
7- MashhadiKordi, B. (2010). Strategic thinking and innovation underlie. Resou, 79.4-7.
8- Mintzberg, H. (1994).The fall and rise of strategic planning. Harvard Business Review. January Febrauary, 107-114.
9- Mirmiran, J. (2005). Creative and individual, group, organization. Tehran: Gohar Publications.
10- Mintzberg,H., & Lampel, J. (1999).Reflecting on the strategy process. Sloan Management Review, Spring,. 2-30.
11- Nadler, D.A. (2004). What is the boards role in strategy development?: Engaging the board in corporate strategy. Strategy and leadership, 32(5), 25-33.
12- Plessis, m. (2007).The role of knowledge management in Innovation. Journal of knowledge management. 11(4), 20-29.
13- Rezaianmoghadam, m. (2009). Housing Bank managers evaluate strategic thinking, Master's thesis, Department of Management, Islamic Azad University.
14- Soltani, F. (1999). Institutional innovation in the organization, Tehran: Institute forCulturalServicesRasa.
15- Wong, S., & Chin, K. (2007). Organizational Innovation Management: An organizational – wide perspective. Industrial management & Data Systems, 107(9), 1290-1315.
16- Zarei, E., &Gholiha, A. (2010). Management and strategic planning, Tehran: Payam Publication.