Exploring the interconnectedness among strategy development, shared mental models, organisational learning and organisational change

Abstract

The cognitive psychological processes related to learning and change behaviour are factors that impact on organisational strategy development. Strategy development is dependent on strategic thinking that is reciprocally influenced by shared mental models, organisational learning and organisational change. Although strategy development, shared mental models, organisational learning and organisational change have been extensively researched as separate constructs, there is a growing need to explore the interconnectedness of these constructs in all their complexities. This paper presents a conceptual model for the process of forming organisational strategies that incorporate the development of shared mental models as a critical component in connecting individual and shared learning, organisational change and strategy development.