Strategic Thinking and Organization Performance: Study of Nigeria Firms

Olaniyi, M Ibrahim; Lucas, O Elumah

doi:10.5430/jbar.v5n1p23

Cited by 8 publications

(6 citation statements)

References 27 publications

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“…Salih and Alnaji (2014) explored the impact of ST on performance amongst insurance firms in Jordan and found a significant association between them. Alatailat et al (2019) explored this relationship amongst commercial banks in Jordan, again finding a significant positive relationship, as did Ibrahim Olaniyi and Lucas (2016) in Nigeria.…”

Section: Strategic Thinking As Moderatormentioning

confidence: 92%

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

AlQershi

Yusoff

Masrom

et al. 2021

IJPPM

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PurposeThe purpose of this paper is to investigate the influence of intellectual capital (IC) on the performance of Malaysian automotive manufacturing firms. It also examines the role of strategic thinking (ST) as a moderating variable in the relationship between IC and performance in these firms.Design/methodology/approachThis study used a quantitative approach, with an initial sample of 228 firms in Malaysia. Partial least squares structural equation modelling (PLS-SEM) was employed to test the study hypotheses.FindingsThe results of the PLS-SEM analysis are as follows: Human capital (HC) and relational capital (RC) have significant effect on performance, but not structural capital (SC). ST has no moderating effect on the relationship between RC or SC and performance although it does moderate the relationship between performance and HC.Research limitations/implicationsTogether with the government, CEOs hold responsibility for ensuring that organizations practice effective ST and IC. With the assistance of government, CEOs should exert every effort to be leaders in this matter. In addition, CEOs of automotive manufacturing firm should reduce their emphasis on classical ways of managing organizations processes.Practical implicationsThe findings offer guidance to automotive firms considering how to develop IC and ST to improve performance, especially in Malaysia and Southeast Asia.Originality/valueThis is the first study to examine the moderating effect of ST on the relationship between IC and performance worldwide.

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Section: Strategic Thinking As Moderatormentioning

confidence: 92%

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

AlQershi

Yusoff

Masrom

et al. 2021

IJPPM

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“…From the survey, we could identify only 44 empirical studies that were considered to conduct the meta-analysis and the rest were conceptual frameworks and case studies. Methodologies, such as regression analysis (Haans et al, 2016;Mark et al, 2008), correlation analysis (Aiman- Smith and Green, 2002;Coeurderoy et al, 2014;Ibrahim Olaniyi and Elumah Lucas, 2016;Al-Qatamin and Esam, 2018;Dhir and Dhir, 2015, 2018, structural equation modelling (Moon, 2010;Hamed et al, 2015;Arayesh et al, 2017), confirmatory factor analysis (Shahbazzadeh et al, 2016), analytical hierarchy process (Huang and Keskar, 2007) and content analysis (Cooper, 2012). These were the widely used methodologies in the studies from the area of strategic thinking.…”

Section: Methodsmentioning

confidence: 99%

“…19 Kazmi and Naaranoja, (2015) "Strategic thinking is considered a significant business process by management experts due to its appeal to strengthen organizational performance management and its effectiveness". 20 Ibrahim Olaniyi and Elumah Lucas (2016) "Strategic thinking is seen as the generation and application of distinctive business ideas and opportunities intended to create a competitive advantage for a firm or business". 21 Ali ( 2016)…”

Section: Corresponding Authormentioning

confidence: 99%

A meta-analytical review of factors affecting the strategic thinking of an organization

Shaik

Dhir

2020

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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.

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“…The last component of thinking in time is unceasing evaluation, which oscillates between the past, the future and the present; it considers a prospective change by limiting, expediting, accepting or countering the benefit of such a change (Lawrence, 1999). In addition, an organization can build a solid base where it can respond to changes and apply entrepreneurial behavior (Olaniyi and Lucas, 2016). If all these components are considered when thinking in time, then the organization is able to learn from past mistakes, effect changes in the present and project into the future.…”

Section: High Performance Work Practicesmentioning

confidence: 99%

High performance work practices, organizational performance and strategic thinking

Alatailat

Elrehail

Emeagwali

2019

IJOA

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Purpose Drawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country. Design/methodology/approach Utilizing cross-sectional data obtained from commercial banks in Jordan, this paper applied structural equation modeling (SEM) to examine the banking sector in a developing country. Data were collected through self-administered questionnaires. Findings According to the results, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis have positive impacts on organizational performance, except when considered from the systems perspective. Consequently, high performance work practices were found to only moderate the relationship between focused intent, intelligent opportunism, thinking in time and organizational performance. Originality/value The authors examined the impact of strategic thinking on the organizational performance through the moderation role of high performance work practices. The results of this paper extend the existing literature by providing evidence from Jordan, a developing country outside of the western world.

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Strategic Thinking and Organization Performance: Study of Nigeria Firms

Cited by 8 publications

References 27 publications

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

Intellectual capital and performance of automotive manufacturers: the role of strategic thinking

A meta-analytical review of factors affecting the strategic thinking of an organization

High performance work practices, organizational performance and strategic thinking

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