تفکر استراتژیک

Despite the consensus among different researchers on the importance of strategic thinking in the direction and sustainability of organizations, the evidence indicates the absence of this intellectual skill among the leaders of organizations and the lack of sufficient studies in this field (Bonn, 2001; Goldman et al. ., 2017; Liedtka, 1998). Strategic thinking is the creative combination of thoughts in people's minds that plays a key role in creating strategy and saving organizations in a complex and turbulent environment (Mintzberg, 1994). Strategic thinking is a divergent, creative process based on double-loop learning, the main goal of which is to discover innovative strategies that recreate the rules of the competitive game and envision futures that are fundamentally salvatory and different from the present (Heracleous, 1998). Strategic thinking is considered to be a key competence for the organization and especially for managers (Goldman et al., 2015, 2017; Goldman & Casey, 2010; Liedtka, 1998). The review of the research background in the field of strategic thinking indicates that often these studies have sought impact measurement, which means they have been conducted with a quantitative approach, and few studies that have been conducted with a qualitative approach have merely sought to identify the dimensions or factors affecting strategic thinking. It should be kept in mind that strategic thinking is a concept dependent on socio-cultural and political conditions that requires research in line with circumstances, and in this case, it will lead to achieving higher quality procedures, increasing the level of performance and a higher competitive advantage (Dhir et al., 2018) particularly conducting research in a specific industry, such as the poultry industry, which has a high potential for earning foreign currency for the country and is considered to be a strategic industry (Abdulahi et al. 2019). Therefore, it is evident that there is a lack of research that identifies the effective factors and consequences of strategic thinking skills in accordance with the country's circumstances. Considering the above-mentioned gaps, the main purposes of the current research are: identifying the dimensions of strategic thinking, identifying the factors influencing strategic thinking, and identifying the consequences of strategic thinking.

The approach adopted in the current research is qualitative, and the strategy used is grounded Theory. The tools of data collection were library studies and semi-structured interviews with livestock and poultry industry professionals until theoretical saturation was reached. To analyze the collected data, open, axial and selective coding was utilized. 

The final model consists of three categories. Antecedents of strategic thinking, dimensions of strategic thinking and consequences of strategic thinking. Antecedents consist of individual factors (knowledge and skill, perceptional factors, emotional and social intelligence), organizational dimension (knowledge management, organizational culture, structure and processes) and environmental factors (competitive environment, new technological trends, Supportive political and economic environment). The dimensions of strategic thinking were also identified in five categories of complexity approach, creative opportunism, analytical thinking, organizational awareness and crisis management. The consequences were at the organizational level (financial stability, Improving the position of the organization) and industrial level (Industry capacity development, Improving the position of the industry).

One of the results of this research that was different from other related researches was the introduction of crisis management as one of the dimensions of strategic thinking. Also, paying attention to knowledge management and organizational culture as important organizational factors affecting strategic thinking. Also, in addition to financial results, which until now have been the focus of studies on this factor as a consequence of strategic thinking, in this research, factors like competitiveness and export development, industry productivity, development of industry infrastructure was identified as other consequences of strategic thinking. Strategic thinking with a holistic view of the entire value chain consisting of stakeholders in society, understanding and analyzing influential trends, the ability to face various economic, political and social crises and with a creative approach to solve problems plays a key role in the development of sustainability goals which needs to be subjected to scrutiny as a new area for research in this sense.

Digital marketing as a key tool in today's world, especially in the era of information and communication technology, is rapidly growing and developing. This type of marketing allows companies to communicate more effectively with their audiences, consequently increasing conversion rates. Additionally, digital marketing enables businesses to access new markets at a lower cost compared to traditional methods. Various tools such as SEO, content marketing and digital advertising help brands stand out in a competitive space. Furthermore, the use of analytics data in digital marketing assists companies in better understanding customer behavior and optimizing their strategies. Considering the ongoing trends globally, digital marketing is continually evolving and companies must stay updated to leverage these changes. For this reason, investing in digital marketing has become a strategic necessity for business success. Ultimately, the ability to measure and analyze results accurately is one of the distinguishing features of digital marketing allowing brands to make more informed decisions. Additionally, digital marketing serves as an innovative framework, playing a significant role in the transformation and development of businesses. In today's fast-changing technological landscape, brands must adhere to digital marketing strategies to maintain competitiveness and meet customer needs. In this regard, distinguishing digital marketing from traditional methods and creating innovative approaches enables businesses to get closer to their target audiences. Digital platforms, such as social networks allow brands to interact directly and instantly with their customers. These interactions help increase customer loyalty and brand awareness making customers feel more valued. Digital marketing enables businesses to quickly adapt to market trends and changes; for example, the emergence of new technologies such as artificial intelligence and machine learning can enhance customer experiences and personalize services.

The present research is applied in terms of purpose, quantitative in research method, and classified as descriptive-correlational based on the method of data collection. The statistical population of this study includes managers and academic experts with experience and expertise in the fields of digital banking, commercial banking, and digital marketing excellence. Data were collected through a 16-item questionnaire using a 5-point Likert scale, resulting in the receipt and analysis of 167 completed questionnaires. This research examined the relationships between variables using the Smart PLS 3 software and the structural equation modeling method.

One of the fundamental factors for success in digital marketing is paying attention to the needs and preferences of customers. Banks need to analyze data and customer behavior to communicate effectively with them and provide relevant content. Utilizing modern technologies such as artificial intelligence, machine learning and data analytics can help banks gain a better understanding of customer needs and optimize their marketing strategies. A key feature of digital marketing is the ability to engage in direct and immediate interactions with customers. Banks should take advantage of this opportunity and engage in conversation with customers through social media and interactive websites. One of the advantages of digital platforms is the ability to evaluate and analyze results accurately. Additionally, banks should continuously monitor the performance of their campaigns and adjust their strategies based on the data obtained and market changes. Ultimately, excellence in digital marketing requires a multifaceted approach that includes paying attention to customer needs leveraging modern technologies, creating valuable content and establishing effective interactions with customers. Banks must continuously strive to adapt to changes in the market and consumer behavior and capitalize on digital opportunities to create a positive experience for customers. These efforts not only help improve brand recognition but can also lead to increased sales and customer loyalty.

Excellence in digital marketing presents a golden opportunity for banks to achieve success in a competitive and ever-changing environment. By thoroughly understanding its various elements and implementing effective strategies businesses can enhance their competitive advantage. Furthermore, achieving excellence in digital marketing indicates that financial institutions must seriously focus on implementing innovative digital strategies. Given the increasing competition and high customer expectations utilizing digital tools can significantly improve customer experience and increase their loyalty. Offering suitable online services personalizing customer experiences and leveraging data analytics to better understand customer needs are among the key elements in this regard. Additionally, banks should focus on expanding their interactions with customers through social media and educational content. By establishing effective communication and building trust banks can strengthen their position in the market. Ultimately, success in digital marketing depends on adapting to rapid market changes and emerging technologies which can lead to reduced costs and increased customer satisfaction. Engaging customers through informative content and responsive communication channels not only enhances customer relationships but also fosters loyalty and improves overall service quality.

Strategic thinking is a method for solving strategic problems that integrates with rational approaches and converges with the development of creative processes and diverse ideas. Having this type of thinking enables the manager to understand what factors are effective in achieving the desired goals and how it leads to value creation. With regard to the above, the current research has been written with the aim of presenting the strategic thinking model of defense industry managers using the fuzzy Dimtel method and tries to answer the main question of what is the strategic thinking model for defense industry managers? to answer This research was conducted with a descriptive-survey method and its statistical population was selected purposefully. To collect information, a researcher-made questionnaire was used, the reliability of which was calculated by SPSS software, 0.982, and since the data were normal, confirmatory factor analysis was used to analyze them using Lisrel software. The main results of the research are as follows: "system thinking and system engineering" has the most influence, followed by "market-based thinking and needs assessment", "perspective-oriented and goal-oriented thinking", "transformationalism and changeability", "awareness towards environment and competitors", "opportunism and discovery of competitive areas", "insight and power of analysis", "foresight and foresight", "value creation and capability building", "hypothesis-oriented and flexibility", "abstract and intuitive thinking", "time management" and "Critical and innovative thinking" respectively affect strategic thinking.

Strategic thinking, long recognized as essential for organizational success, is increasingly vital across various levels of management. This cognitive skill enables organizations to adeptly navigate and manage changing environmental dynamics, thus sustaining competitive advantages. Traditionally viewed as a senior management prerequisite, the need for strategic thinking has expanded to lower organizational echelons in response to escalating environmental complexities. This capability equips managers with the foresight to comprehend, anticipate, and strategically respond to future events. Instead of merely reacting to changes, effective strategic thinking empowers managers to proactively shape and influence these dynamics. Research on the developmental trajectory of strategic thinking is notably limited. A comprehensive understanding of how managers evolve into skilled strategic thinkers is a multifaceted endeavor, warranting exploration from diverse viewpoints. This study is dedicated to examining the evolution of strategic thinking, particularly focusing on the experiential dimension. It seeks to identify and elucidate the specific experiences and their impactful attributes that contribute to the cultivation of strategic thinking among managers in Iran's burgeoning financial technology (Fintech) industry.

Adopting a qualitative methodology, this research is anchored in the descriptive phenomenological approach, with an emphasis on deeply understanding experiences as they naturally occur. To uncover the nuances of how managers in the Fintech industry develop strategic thinking skills, the study utilized semi-structured interviews. These interviews were meticulously designed to align with the research objectives, offering participants the opportunity to richly reconstruct and reflect upon their relevant experiences. Participant selection employed non-probability and purposive sampling methods, complemented by snowball sampling to ensure a comprehensive representation. The study engaged 14 senior managers in the financial technology sector, delving into their personal and professional journeys. Data analysis was conducted using the Colaizzi method, which involves a thorough process of transcribing interviews, detailed reading and re-reading of the transcripts, extracting significant statements, and formulating meaningful interpretations for each statement. This process also entailed organizing these interpretations into coherent thematic clusters, integrating these themes into a holistic description of the phenomenon, and delineating the fundamental structure of the experience. Crucially, the research findings were presented back to the participants for validation, allowing for any necessary refinements to ensure accuracy and authenticity.

This research successfully identified seven distinct and impactful experiences contributing to the development of strategic thinking among managers in Iran's Fintech industry, alongside the defining characteristics of these experiences. These pivotal experiences encompassed a range of factors: openness to new experiences, mentorship support, leadership in critical and challenging situations, a strong emphasis on personal development, extensive networking and communication, encountering and overcoming critical challenges, and leveraging failure as a tool for growth and development.

This study contributes to the existing body of research underscoring the significance of experiential learning. Conducted within the specific context of Iran's financial technology industry, the findings corroborate the instrumental role of experiential learning in the evolution of strategic thinking capabilities. The validity and reliability of the research outcomes were further reinforced through participant validation, ensuring the findings authentically represent the experiences and perceptions of those involved

At the end of the Almaty Conference,primary health care(PHC)was introduced as a basic approach in the field of health and the key to achieve the goals of "health for all", and member states agreed to formulate their health system strategies on that basis.In the health system of the Islamic Republic of Iran,various strategies were adopted in this field, including the establishment of health centers in rural areas and their development plans,the employment of health workers to activate services in urban centers,and family medicine plan.The main purpose of this study is to evaluate the strategies adopted to expand primary health care services in the health system of the Islamic Republic of Iran.In this regard, using the strategic control methods called"adapted balanced scorecard(BSC)to evaluate PHC strategies",the initial conceptual framework was extracted and presented to the experts. Finally, these strategies were evaluated by thematic analysis method.In order to achieve the research purpose, five different dimensions including macro-orientation,stakeholder,financial, growth and learning, and internal processes perspectives were evaluated as comprehensive themes in the thematic network. Although the centrality of PHCservices in the system is one of the strategic levers of these services, but the adopted strategies have led to the marginalization of these services in service delivery of the health system; therefore, they are evaluated as weak in terms of macro-orientation.The important point is that the weakness of PHC strategies in this component also affects other components.The conclusion is that despite the proven importance ofPHCservices in the world, unfortunately,the strategies for expanding primary health care in the IslamicRepublic of Iran according to core values of these services are evaluated as extremely weak and these services are considered as a forgotten necessity of the health system.

This research was conducted to provide a model of human resources management with a strategic thinking approach in the organization of collecting and selling the acquired property of the country.

The mixed method is "qualitative (theme analysis) and quantitative (survey)". In the qualitative part, 15 experts were selected by snowball sampling method and in the quantitative part (all managers and officials of the country's property collection and sale organization, numbering 142 people) were selected by census method. The content and construct validity of the instruments were confirmed and their reliability was calculated using Cronbach's alpha coefficient of 0.932 for the initial questionnaire. Theme analysis, fuzzy Delphi, interpretive structural modelling and structural equations were used to analyze the data.

According to the findings, human resource management with a strategic thinking approach has five main indicators of stakeholder groups, situational factors, human resource policy selection, achievements and long-term results.

The results of the analysis of the explanatory equations of influence also showed that situational factors influence the group of stakeholders and the choice of human resources policy. Stakeholder groups can influence HR policy choices. Also, the choice of human resources policy can have an impact on achievements and achievements on long-term results. Also, the analysis of structural equations and model fit showed that the presented conceptual model was confirmed and the goodness of fit indicators showed that the model was desirable and valid.

 In the last decade, small and medium enterprises have been considered as the main source of job creation and income in countries. These companies are more important because they play an important role in creating employment, increasing growth and economic development in the country. Also, Businesses with creativity and innovation do not shy away from change and use environmental conditions as an opportunity to create a competitive advantage. As a result, it increases flexibility. Therefore, achieving strategic flexibility in an environment where some organizations have not yet found their place in today's complex environment and need an immediate and fundamental change in the organization is important. Managers with strategic thinking can adapt to environmental changes. When managers are in a changing and unpredictable environment, they increase their efforts to adapt to environmental change and find new solutions. Managers of organizations, institutions and companies that want to grow and develop; they need to learn and apply at least some strategic thinking skills. The purpose of this study was to investigate the impact of managers 'strategic thinking on the flexibility of SMEs' strategy considering the mediating role of entrepreneurial orientation.

The purpose of this study is practical and in terms of data collection, it is a descriptive survey that has been done by cross-sectional method. The statistical population of this study is all managers and executives of small and medium enterprises in Semnan province. Since the number of units deployed in this province is more than 1609 units, thus considering the limited statistical population of the statistical sample size of 310 people using Morgan table was considered. On the other hand, the sampling method used in the present study is stratified random sampling. In addition, three standard questionnaires Liedtka (1989) for measuring strategic thinking, Hughes and Morgan (2007) questionnaire for measuring entrepreneurial orientation and for strategic flexibility questionnaire of De Toni & Tonchia (2005) were used. Cronbach's alpha coefficient was also used to measure reliability. Data analysis in this study was done by structural equation modeling with partial least squares approach using SPSS and Smart Pls.

The findings of the study showed that strategic thinking of managers has a positive and significant effect on strategic flexibility and entrepreneurial orientation. Entrepreneurial orientation also has a significant impact on strategic flexibility. Finally, entrepreneurial orientation mediates the relationship between strategic thinking and strategic flexibility.

Entrepreneurial orientation is an active strategic orientation that tends to take an aggressive approach to product innovation. Entrepreneurial orientation responds better to turbulent economies that usually do not follow the rules of competitive markets. Therefore, in order to increase the entrepreneurial tendency of managers and officials, it is suggested to pay attention to improving their capabilities and employees, transferring up-to-date knowledge to employees, encouraging employees to do creative and innovative work and supporting them, increasing the spirit of criticism among them and promoting this Culture in the organization, holding training programs to change attitudes and instill the belief among managers and officials that there are better ways to do things. Managers and executives can increase the company's flexibility by increasing innovation and creativity in the organization, increasing the ability to estimate the immediate needs of customers, responding quickly to market changes. Given that the entrepreneurial orientation means factors such as a bold and independent position to maximize profitability, the desire to carry out new projects and risky programs, courageous and extensive actions to achieve goals, provide new services, introduce new technologies Frequent changes in new services, etc., it can be concluded that the entrepreneurial orientation of CEOs affects the strategic flexibility of companies. In general, it can be concluded that management with an entrepreneurial orientation can improve the performance of the company. Therefore, it is recommended to design and implement general training courses related to entrepreneurship using the opinions of entrepreneurs and professors in the field of entrepreneurship, because these programs and training courses should be based on comprehensive characteristics and learning principles and regardless of time constraints.

Today, despite the turbulent and complex environment of businesses, the development of strategic thinking has become one of the important factors of obtaining a sustainable competitive advantage in organizations, so its application by managers leads to improvement of their competitive conditions. This research aims to identify the factors influencing the development of strategic thinking in Iran's pistachio industry and provide a structural-interpretive model (ISM) of these factors. In the qualitative part, first by studying the research literature and then interviewing 18 industry experts, the factors affecting the development of strategic thinking in Iran's pistachio industry were extracted and approved by the experts. In the quantitative part, a questionnaire was distributed among the experts and after completing the steps of the ISM method, the structural-interpretive model of the factors was extracted. Based on the findings of this research, these factors were categorized and presented in 61 open codes, 11 components and 3 main categories, and based on the results of ISM, they were classified in three levels. The results show that the dimension of personal development of managers is at the highest level, the dimension of structural changes and governance is at the middle level, and the dimension of environmental changes is at the lowest level, which should be prioritized by managers.

Until now, various researchers have acknowledged the importance and influence of strategic thinking in the direction of efficient formulation and successful implementation of strategy, and most of the studies have been in the fields of competencies, styles, techniques, components and skills of strategic thinking; However, an accepted concept that has reached the agreement of all or the majority of researchers has not yet been presented. In order to answer the question of what is the concept of strategic thinking, the current research answered two sub-questions: what is the concept of strategic thinking in a Meta-Synthesis method and how does strategic thinking compare with other thoughts. According to the purpose, the current research is developmental and based on the nature of the data, it is qualitative, and the collected data is descriptive and research synthesis (Meta-Synthesis), which uses the seven-stage model of Sandelowski and Barroso. The results of the research conducted from 1960 to today show that strategic thinking consists of two dimensions, thinking-oriented and skill-oriented. The thinking-oriented dimension is a result of other thinking, including holistic thinking, systemic thinking, creative thinking, critical thinking, and intuitive thinking, and the skill-oriented dimension includes the attentions and teachings that are expected from the strategy; In fact, what we are facing is the strategic mind, and strategic thinking is not a pure and independent thinking style.

Considering the increasing development of knowledge-based companies and their importance in advancement of technological and economical goals, this research studies factors effecting the stability of these companies. With this regard, this research initially determines the effect of strategic thinking as an independent variable on the survival of knowledge-based companies and then determines the effect of innovation as a moderating variable in this relationship. The statistical population included 106 managers of active and inactive knowledge-based companies in Markazi province. Using Cochran's formula, the required sample size was calculated 84 people who were selected using the stratified random method, according to the type of industry and whether the company was active or not. In the next step, the standard questionnaire was provided to company managers in order to measure the two variables of strategic thinking and types of innovation. After data collection, confirmatory factor analysis and validity and reliability checks of each of the research questionnaires were carried out in the environment of SPSS22</sub> statistical analysis software and Amos23</sub> structural equation software. Then, using the Cox semi-parametric regression model in the SPSS22</sub> environment, it was determined that strategic thinking has a positive and significant effect on the survival of knowledge-based companies. Also, the positive moderating effect of product innovation, process innovation, and marketing innovation on the effect of strategic thinking on the survival of companies was confirmed using the Cox hierarchical regression results, but the moderating effect of organizational innovation in this regard was not significant. This research brings practical recommendations for policy makers and planners in the field of research.

The concept of strategic thinking and its importance have been discussed in the existing literature. It can be defined as the attitude of the organizational thought process that guides intelligent actions. The purpose of this research is to identify factors affecting strategic marketing thinking. For this purpose, the current research is exploratory in nature. The statistical population of this research consists of a group of active experts in the field of management. In this research, the stratification of these factors has been done using a paired questionnaire of the structural-interpretive method. The identified variables include strategic marketing capability, dynamic technology resource mobilization, market uncertainty, technical uncertainty, new product market performance, cost advantage, product differentiation, agile thinking, strategic insight, intelligent opportunism, proactiveness, knowledge, organizational awareness. , has been critical thinking. The results showed that critical thinking is the most effective variable and strategic marketing capability and market uncertainty are the most effective variables in the process of strategic marketing thinking.

Strategic management with its emphasis on strategic thinking has become an undeniable requirement in today's business world. Classical approaches to strategic planning have fallen into the trap of stereotyping and have been criticized by many organizational thinkers for neglecting its core essence, strategic thinking. On the other hand, the inherent disorder of strategic thinking causes confusion among strategic managers and doubts about the reproducibility of organizational strategic decisions. In this research, the intention is to investigate the effect of strategic thinking on innovation and the successful introduction of new products by Alborz Insurance Company. Standard questionnaires were used to measure research variables. The questionnaire was distributed among 126 sample people from the statistical population who are the managers and sales representatives of Alborz Insurance Company in Bushehr province. The research method was descriptive-correlational. To answer the questions and test the research hypotheses with Smart-PLS software, the method of studying structural equations and path analysis using the partial least squares (PLS) method was used. The results showed that strategic thinking and its dimensions (systemic perspective, focus on intention, smart opportunism, time thinking, and hypothesis-based thinking) have a significant impact on innovation and the successful introduction of products and services of Alborz Insurance Company.

This study aimed to develop a strategic thinking model of higher education managers based on structure. The structure of any organization plays an important role in maintaining order and achieving goals. The research method was exploratory and was conducted in the academic year 2019. First, the themes of strategic thinking of higher education managers based on structuring were identified using the inductive theme analysis method and based on the whole field of research, which included the categories contained in databases and books related to strategic thinking. Holsti method was used to obtain reliability. Then, using the range technique, the identified themes were juxtaposed and compared, and finally, the all-encompassing structural theme had organizing themes of 1- decision-making 2- prioritization 3- evaluation 4- process-oriented. Then, according to the identified themes, a questionnaire was designed to validate the model with 18 items, the final score of 0.952 was obtained using Cronbach's alpha. The research population in the quantitative section was higher education managers with 2816. The method was multi-stage random sampling in which 338 samples were determined. The confirmatory factor analysis method was used to validate the research model. All themes with high factor load were approved, which showed the high validity of the model.

Today, human beings live in a world that is changing rapidly. Given the dynamics of internal and external organizational factors, change is inevitable. In such a situation, it is not possible to make decisions within the framework of the usual rules and regulations. Align the goals and excellence of the organization. Therefore, to achieve this, organizations will need leaders with strategic thinking skills, who will develop this skill at the organization level and create a competitive advantage for the organization. One of the most important effects of workplace stress is burnout, which in turn can affect organizational health. Job burnout and organizational health are two important issues that affect not only individual performance but also organizational performance. Burnout is one of the occupational hazards that has been considered in recent years. In this article, we will examine the impact of strategic thinking and organizational change and reduce burnout.

The aim of this study was to investigate the correlation between strategic thinking with resolving organizational conflicts and organizational success in the Kerman police headquarters. The research method is descriptive-correlation and the statistical population of this research includes all employees of the Kerman police headquarters. Statistical sample according to Cochran's formula 242 people were selected by stratified random sampling. For data collection, Strategic Thinking Questionnaire with a validity of 0.87 and reliability of 0.88, Organizational Conflict Resolution Questionnaire with a validity of 0.83 and reliability of 0.86 and Organizational Success Questionnaire with a validity of 0.87 and reliability of 0.92 were used. . Data were analyzed using SPSS software version 25 and descriptive and inferential statistics such as mean, standard deviation, Pearson correlation coefficient and multivariate regression were used. The results showed that there is a direct and significant relationship between strategic attitude, strategic determination, advancement based on scientific approach, intelligent opportunism and thinking in time with the elimination of organizational conflicts and organizational success and the most important predictor of organizational conflict resolution and organizational success. , Thinking in time.

There must be strategic thinking for strategic planning. The purpose of the present study is to understand the experiences of planners, executives and strategic control of customs and to understand the place of strategic thinking. Therefore, considering the strategic planning in the Customs of Iran, this research seeks to find out what position of critical and important strategic thinking variable among strategic planners, users and controllers? Do participants and users of strategic planning have a depth of strategic thinking? The community under study is involved in strategic planning at customs, describing and describing their experiences. Purposeful sampling was used to select the subjects (18 programmers and presenters) then required data with semi-structured individual interview (20-30 minutes) in the time frame of 30/1/98 until 12/3/1398. Research findings were categorized into five basic concepts using the Dikelman analysis method and Lidka's strategic thinking model. These concepts are: "Systematic attitude", "Strategic determination", "Advancement based on scientific approach", "Intelligent opportunism", and "Thinking in time" The research results show that strategic thinking is a key element in formulating and implementing The control is strategic planning and this variable has not been as well considered in the strategic planning of customs.

The aim of this study is to determine the effect of strategic leadership through strategic thinking on knowledge management in Sapco. The statistical population of the present study consisted of 300 employees and managers working in Sapco, 168 people through Cochran's formula as an example of Simple random sampling was selected using research tools from the Strategic Leadership Strategic Questionnaire of Cerat et al. (2011), the Leidtka Strategic Thinking Standard Questionnaire (1998) and the Lauson Knowledge Management Standard Standard Questionnaire (2003 (which confirmed the validity and reliability of the questionnaires). And data analysis at both descriptive and inferential levels, including Pearson correlation coefficient, structural equation modeling (SEM) method, and through SPSS and wrap pls software, the results showed that strategic leadership has a coefficient. The effect of 0.72 on knowledge management is significant and this effect is significant due to the significant value of less than 0.05. Significantly, as strategic leadership increases Knowledge management is also strengthened, and this is moderated by strategic thinking