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Perspectives of strategic thinking: From controlling chaos to embracing it

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  • Fairholm, Matthew R
  • Card, Michael

Abstract

There is an increasing focus in today's organization on measuring results and calculating return on investment. Efforts of administrators today to control organizational endeavors are essential and generally aligned with current best practices. Control mechanisms, however, ultimately prove to be only part of the puzzle. Strategic planning, encompassing such activities as planning, performance measurement, program budgeting, and the like, has proven to be very useful but limited. It is a technical fix that gets at only part of the question of organizational effectiveness and only deals with some organizational dilemmas. In the face of such realities, the notion of strategic thinking emerges to fill the gaps and overcome the limitations that experience with strategic planning has proven to exhibit. This paper presents an integration of leadership ideas, strategic thinking and traditional planning activities in an effort to make important connections and important distinctions.

Suggested Citation

  • Fairholm, Matthew R & Card, Michael, 2009. "Perspectives of strategic thinking: From controlling chaos to embracing it," Journal of Management & Organization, Cambridge University Press, vol. 15(1), pages 17-30, March.
    • Handle: RePEc:cup:jomorg:v:15:y:2009:i:01:p:17-30_00
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    Cited by:

    1. Barnes, Jane & Liao, Ying, 2012. "The effect of individual, network, and collaborative competencies on the supply chain management system," International Journal of Production Economics, Elsevier, vol. 140(2), pages 888-899.
    2. Castillo Elizabeth A., 2018. "Qualities before Quantities: A Framework to Develop Dynamic Assessment of the Nonprofit Sector," Nonprofit Policy Forum, De Gruyter, vol. 9(3), pages 1-14, October.
    3. Moon, Byeong-Joon, 2013. "Antecedents and outcomes of strategic thinking," Journal of Business Research, Elsevier, vol. 66(10), pages 1698-1708.

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