نوع مقاله : مقاله پژوهشی
نویسندگان
1 گروه مدیریت، اقتصاد و مهندسی پیشرفت، دانشگاه علم و صنعت ایران، تهران، ایران.
2 گروه مدیریت بازرگانی، دانشگاه پیام‌نور، تهران، ایران.
3 گروه مدیریت بازرگانی، دانشگاه پیام‌نور، بابل، ایران.
4 گروه مدیریت، دانشگاه پیام‌نور، تهران، ایران.
چکیده
کلیدواژه‌ها
عنوان مقاله [English]
نویسندگان [English]
Objective and Context: The current business environment has undergone very drastic transformations and changes, and this increasing turbulence has shaken the platform of rational and structured decisions. In such a way that in the face of complex and highly dynamic environmental conditions, it is no longer possible to rely on the traditional process of decision-making and solving strategic issues. It requires that in an environment with these characteristics, he is equipped with his special skills and tools and uses them in making decisions. Strategic intelligence is one of these things that can improve the strategic mindset of managers and along with the use of strategic intuition, can make the path of achieving organizational goals smoother. A strategic mindset is a general tendency towards the wider use of metacognitive strategy and shows how much people tend to pursue behaviors and goals strategically. It seems that the most important metacognitive tool used by a strategic mindset is strategic intelligence. Strategic intelligence is a combination of types of intelligence that creates synergy between business intelligence, competitive intelligence, and knowledge management and provides information and knowledge for strategic organizational decisions.
Along with subjectivity, managers, when faced with unstable situations, tend to use their past experiences and intuitions and use decision rules based on them. Strategic intuition is defined as the ability to make timely decisions based on experience and understanding of possibilities. is recognized as a critical aspect of superior leadership and decision-making. In the scientific literature, the variables of strategic intelligence, strategic mentality, and strategic intuition have been studied individually or in connection with other variables, but the lack of examination of the relationship between these variables in the related literature is quite evident. To cover the mentioned gap, this study was carried out.
Methodology: This research is cross-sectional from the point of view of the purpose of an applied study, in terms of descriptive survey strategy, based on the type of quantitative data and considering the time dimension. The statistical population was the senior managers of active furniture industry units in Malayer city, approximately 11,000 people, from whom a sample of 384 members was selected based on Morgan's table. The data collection method of this field research and its tool was a researcher-made questionnaire with 12 items and a five-point Likert scale. In validity evaluation, and scale adequacy verification coefficient was used to evaluate content validity, and exploratory factor analysis was used to evaluate construct validity. The content validity check led to the confirmation of the adequacy of the scale of the research tool. The results of exploratory factor analysis led to the extraction of three factors with a specific value above one and a variance coverage of 75%. In the reliability check, the use of Cronbach's alpha coefficient and the reproducibility of the results of the tool, as well as the one-dimensionality of the dimensions of the construct, were confirmed.
Result and Conclusion: People with a combination of education levels, gender, and different ages participated in this study. Structural equation modeling based on partial least squares and Smart PLS 3 software was used for data analysis. The quality indicators of external models, internal models, and the whole model confirmed the adequacy of its fit, in such a way that the estimated model had up to 53% predictive ability. The findings prove that strategic intelligence and strategic mindset have a significant effect on strategic intuition. Also, strategic intelligence has a significant effect on strategic mindset. The evidence shows that strategic intelligence has an indirect and significant effect on strategic mindset through the mediating role of strategic mindset. The results of this research show that strategic intelligence and strategic mindset are powerful predictors of strategic intuition and can predict this phenomenon to high levels. Also, the results confirm that strategic intelligence can be a good predictor of a strategic mindset. Also, strategic intelligence has an indirect effect on strategic intuition, and this indicates the mediating role of strategic mentality in this direction. This study contributed to the scientific literature from the aspect of implementation in the furniture industry, a pioneering investigation of intelligence, mindset, and strategic intuition, and the development of a new model. Considering that strategic intelligence can lead to the development of businesses and increase their profitability, it was suggested to familiarize and use this skill by industry activists and facilitate the Ministry of Security.
Originality: This study is the result of the original research of the authors, but its results may not be generalizable due to the size of the population and the statistical sample, and it provides grounds for encouraging other researchers to conduct similar studies.
کلیدواژه‌ها [English]
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