Malan, Renee (2005) The impact of individual and team mental models on strategic thinking in organisations. In: 9th Annual Waikato Management School Student Research Conference, 25 Oct 2005, Hamilton, New Zealand.
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In an environment characterised by competition, change and uncertainty, strategy making is seen as central to creating and sustaining competitive advantage. Strategic thinking is described as antecedent to conventional strategic planning. Strategic thinking involves creative thinking in terms of setting the direction of the organisation and creating strategic options. It is argued in this paper that this important process can not be limited to decision making established only at the top management level; organisational members on all levels of the organisation should be incorporated in the strategic thinking process. However, individual thinking, as well as team thinking are affected by mental models. The impact of mental models on strategic thinking is considered. To demonstrate the interrelatedness between individual and team mental models, strategic thinking and strategic planning, a model for strategy making is proposed.
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|Item Type:||Conference or Workshop Item (Commonwealth Reporting Category E) (Paper)|
|Item Status:||Live Archive|
|Additional Information:||Unpublished. No evidence of copyright restrictions preventing deposit.|
|Depositing User:||Mrs Renee Malan|
|Faculty / Department / School:||Historic - Faculty of Business - Department of Management and Organisational Behaviour|
|Date Deposited:||29 Nov 2011 00:05|
|Last Modified:||02 Jul 2013 23:39|
|Uncontrolled Keywords:||individaul thinking; team thinking; mental models|
|Fields of Research :||15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150310 Organisation and Management Theory|
|Socio-Economic Objective:||B Economic Development > 91 Economic Framework > 9104 Management and Productivity > 910402 Management|
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