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The Strategic Knowledge Indicator(RTM).

Morgan, Stacie Lynne Lawson.

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The Strategic Knowledge Indicator(RTM).

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	The Strategic Knowledge Indicator(RTM)./
作者:	Morgan, Stacie Lynne Lawson.
面頁冊數:	105 p.
附註:	Adviser: Chandra Talpade Mohanty.
Contained By:	Dissertation Abstracts International59-07A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9840858
ISBN:	9780591947991

The Strategic Knowledge Indicator(RTM).
Morgan, Stacie Lynne Lawson.

The Strategic Knowledge Indicator(RTM). - 105 p.

Adviser: Chandra Talpade Mohanty.

Thesis (Ph.D.)--The Union Institute, 1998.

The purpose of this study was to determine how to assess leaders' levels of strategic knowledge with the intent of helping organizations increase their strategic effectiveness and to answer the question, "What are the dimensions that measure strategic knowledge?" Strategic knowledge is a result of gathering dispersed data on a wide variety of chaotic elements perceived in an organization's external environment, discerning the patterns in this data and validating that information as a platform for a course of action.

ISBN: 9780591947991Subjects--Topical Terms:

626628
Business Administration, Management.

The Strategic Knowledge Indicator(RTM).
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520 $a The purpose of this study was to determine how to assess leaders' levels of strategic knowledge with the intent of helping organizations increase their strategic effectiveness and to answer the question, "What are the dimensions that measure strategic knowledge?" Strategic knowledge is a result of gathering dispersed data on a wide variety of chaotic elements perceived in an organization's external environment, discerning the patterns in this data and validating that information as a platform for a course of action.
520 $a A discussion on the importance of strategy provides the initial context for increasing strategic knowledge. The dynamic tension between managing uncertainty and strategic management is described as having created the importance of developing strategic knowledge. Traditional strategic planning is shown as being supplanted by strategic thinking, which emphasizes the value of the planning process over the importance of the plan itself. Strategic thinking, shown to be the process of three levels of thinking ((1) divergent thinking, (2) integrative/systems thinking, and (3) convergent thinking) is emphasized as the key to increasing organizational effectiveness. The evidence of strategic thinking and the product of this three stage thought process is strategic knowledge.
520 $a This research did not find any instruments that directly measured strategic knowledge. The method for determining the dimensions of strategic knowledge and selecting questions to measure them involved studying surveys that measured aspects of, or related to, strategic knowledge. This research used factor analysis to validate seven dimensions of strategic knowledge, which were used to develop a survey instrument for measuring leaders strategic knowledge levels. These factors of strategic knowledge are (1) Draws on Multiple Disciplines, (2) Is an Active Learner, (3) Has a Systems View, (4) Was a Framework for Understanding Uncertainty, (5) Tolerates Disequilibrium, (6) Is Open Minded, and (7) Plans for the Long-term Future.
520 $a The survey created as part of this research is a developmental instrument to be used as part of organizational improvement efforts. Its purpose is to provide organizations with one measure of strategic leadership abilities. With this information, organizations may then direct their attention to deficiencies in leadership development.
590 $a School code: 1033.
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