Document Type : Original Article
Authors
- Nahid Jamali 1
- Habib Danayi 2
- Mohammad Taghi Amini 2
- Akbar Hassanzadeh 3
- Sayed Mohammad Hassan Emami 4
1 MSc, Business Administration, Isfahan Social Security Organization, Isfahan, Iran
2 Associate Professor, Business Management, Department of Management, School of Management, Economics, and Accountancy, Payame Noor University, Tehran Gharb Branch, Tehran, Iran
3 Lecturer, Statistics, Department of Statistics and Informatics, School of Health, Isfahan University of Medical Sciences, Isfahan, Iran
4 Professor, Gastroenterology and Hepatology, Department of Internal Medicine, School of Medicine, Isfahan University of Medical Sciences AND Poursina Hakim Research Institute, Isfahan, Iran
Abstract
Introduction: Strategic thinking is the infrastructure of artistic maneuvers of managers based on creativity and true perception of business environments. It results in the creation of strategies suitable to the present changing business environment. Due to the failure of strategic plans and organizational changes in more than half of organizations, it can be concluded that there might be a common cause for these failures. The goal of the present study was to assess the relationship between readiness to change and strategic thinking in managers of social security hospitals of Isfahan, Iran, based on the Liedtka model including the five elements of systemic thinking, intensive focus, hypothesis approach, intelligent opportunism, and thinking in time. Methods: This practical, analytical, and correlative research was conducted using the Strategic Thinking Assessment Questionnaire (α = 87.3) and Readiness to Dunhaim Change Assessment Questionnaire (α = 84) in 2013. The participants consisted of 94 head, intermediate, and operational managers of social security hospitals in Isfahan. Our response rate was 85% (80 questionnaire). Data were analyzed using the Pearson correlation and regression analysis in SPSS software. Results: Strategic thinking (Pearson coefficient = 0.25) (P < 0.02) and its elements based on the Liedtka model, including systemic thinking (Pearson coefficient = 0.28) (P < 0.01), intensive focus (Pearson coefficient = 0.24) (P < 0.03), and intelligent opportunism (Pearson coefficient = 0.22) (P < 0.04), had a meaningful relationship with readiness to change. However, the findings revealed no significant relationship between hypothesis approach (Pearson coefficient = 0.18) (P < 0.01) and thinking in time (Pearson coefficient = 0.10) (P < 0.2), and readiness to change. Conclusion: Since there was an overall relationship between most elements of strategic thinking and readiness to change among the managers in this study, education and development of strategic thinking may enhance readiness to change among managers of institutions.
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