A meta-analytical review of factors affecting the strategic thinking of an organization. Issue 2 (29th January 2020)

• Record Type: Journal Article
• Authors: Shaik, Aqueeb Sohail; Dhir, Sanjay
• Is Part Of: Foresight. Volume 22:Issue 2(2020)
• Page Start: 144
• Page End: 177
• Publication Date: 2020-01-29
• Subjects: Analysis -- Thinking -- Strategy -- Strategic thinking -- Meta-analysis -- Homogeneity -- Heterogeneity -- Effect size; Forecasting -- Periodicals; Policy sciences -- Periodicals; 320.05
• DOI: 10.1108/FS-08-2019-0076
• Languages: English
• ISSNs: 1463-6689

Abstract

Abstract : Purpose: The purpose of this paper is to conduct a structured review of the literature on the factors affecting the strategic thinking of an organization. This study offers some theoretical insights by analysing the divergent or analogous views of authors on these factors by analysing the empirical studies carried out in the literature. Design/methodology/approach: An empirical method of conducting a structured literature review has been adopted in this study. Theory context characteristic methodology framework and meta-analysis are the methodologies applied to analyse the different empirical studies conducted in the literature and determine the variation or similarities in the views of authors over the same factor based on their effect sizes. This study analyses over 45 different empirical studies in the literature conducted on the factors affecting strategic thinking. Findings: This study explains how the factors have been similarly or differently explained by the authors in the literature. This analysis gives a better understanding of the factors affecting strategic thinking and quantitatively amalgamates the current empirical studies carried out in the literature. The effects sizes generated for each factor helps in determining the homogeneous or heterogeneous nature of the factor. Research limitations/implications: The study is limited only to analyse the homogeneity or heterogeneity of the factors affecting strategic thinking at an organisational level. This study can be further extended by analysing the type of effect these factors have on the strategic thinking of the organisation. Practical implications: The findings of this study identify the homogeneity or heterogeneity of the factors affecting strategic thinking in an organisation. This helps the top management to concentrate on these factors, which might develop a strategic thinking nature in the organisation, leading to the better formation of strategies, and successfully implement them in their businesses. Originality/value: The study fills the unattended gaps in the literature by analysing the homogeneous and heterogeneous nature of the factors affecting the strategic thinking of an organisation.