strategic thinking

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.

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.

The Purpose of This Research is to Determine a Suitable Model for Evaluating the Strategic Thinking of the Studied Employees. In This Research, Strategic Thinking from Global, Competitive, Outsourcing and Privatization Approaches, Productivity, Technological, Knowledge-Oriented, Motivational, Systemic, Intuitive, Innovation and Creativity, Customer-Oriented and Marketing, Thinking in Time and The Focus is on the Goal, and to Evaluate Strategic Thinking, we Can Examine These Dimensions. The Current Research is Survey in Terms of Method, Analytical in Terms of Type and Practical in Terms of Purpose. The Statistical Population of the Research is the Customers of Sadarat Bank Branches in East Azarbaijan Province. The Sampling Method was Clustered and the Sample Size was 200 People Using Cochran's Formula.In Order to Analyze the Data and Information, Descriptive and Inferential Statistical Methods Were Used and For the Statistical Description of the Variables, Frequency Distribution and Central and Dispersion Indices Were Calculated. For the Inferential testing of the Hypotheses, Independent t-Test, Analysis of Variance, Pearson and Multiple Linear Regression Were Used Step by Step and to Perform Calculations Related to Data Analysis, SP Software Package Was Used. SS has Been Used. The Findings of the Research Show that There is a Significant Relationship for the Evaluation of Strategic Thinking with its Dimensions.

In order to enhance defense deterrence and gain a competitive advantage in the production of military products, the level of diversity of research projects, as well as their ability to meet new needs, must be significantly increased. Therefore, environmental knowledge of various defense fields in the world, as well as determining strategies and directing research projects towards emerging projects of surprising knowledge, is a necessity in planning and directing Iran's defense projects. Examining the current and past projects of defense-oriented project organizations and comparing them with defense research projects in developed countries, shows that focusing on environmental knowledge as well as directing research projects towards effective outputs, needs significant improvement. Be. Therefore, the purpose of this study is to investigate how the three components of strategic leadership, strategic thinking and strategic planning interact in project-based defense organizations to create a sustainable competitive advantage compared to developed countries.
Research data were collected using a questionnaire. In order to test the statistical hypotheses of interaction between the three components, the structural equation modeling (SEM) technique was used. The results showed that the strategic leadership of defense research projects can directly and indirectly and by interacting with the components of strategic planning and thinking, to the extent of 0.855 to create a competitive advantage of defense project-oriented organizations.

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.

The purpose of this research is to design a model for the development of strategic thinking competence of managers of industrial education and research institutes. This research is functional.in terms of purpose which was conducted in a qualitative method, based on theme analysis, using semi-structured interview tools. The participants in this research were 18 experts and strategic level managers and related academic professors with at least 20 years of service experience and at least 5 years of managerial experience, familiar with the literature on the development of managerial competencies and having at least a master's degree. which were selected purposefully and by snowball method. In order to confirm the reliability criterion, the participants were asked to express their opinion about the acceptability of the results. Also, 4 experts were consulted about the results, and finally, the results were approved by making minor corrections. In order to confirm the reliability, Cohen's kappa reliability coefficient was used, and in this study, its value was 0.76, which indicates the reliability of the results. Based on the analysis results of the semi-structured interview, 4 properties, 13 categories and 65 concepts were obtained for the strategic thinking development model of the managers of the Industrial Research and Education Institute. The results show that the strategic thinking development model of the managers of the Institute of Education and Research of Industries includes four dimensions of professional knowledge and information, skill training and development, attitude and insight.

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.

A knowledge-based economy develops when knowledge-based companies have innovation, and whatever has a positive impact on the innovation is valuable for technology owners and policymakers. Due to the business development in Iran in recent years, discourse for the knowledge-based economy has increased, and many knowledge-based companies have been established. Iranian knowledge-based companies should usually compete with other companies, especially reputable old companies and organizations in the traditional sector (Arman and Shafiei, 2017). Innovation is essential for the survival, profitability and development of companies, and knowledge-based companies will certainly fail to survive without innovation. Therefore, one of the most important tasks of managers in knowledge-based companies is to create innovation and encourage the man force to innovate.Many studies on business management have considered the lack of strategic thinking of top managers as a reason for not achieving the desired level of performance in all aspects, including innovation. Strategic thinking is essential for managers at different levels of an organization (Goldman and Casey, 2010; Moon, 2013). It improves the quality of decision-making (Goldman, 2012). In addition to strategic thinking, organizational learning has a great impact on improving organizational performance in all aspects, including innovation (Karimi and Abbasi, 2017). Although many believe that strategic thinking is an inherent capability, new studies indicate that strategic thinking can be improved using some principles and tools (Lashkarblooki and Jalali, 2018). The present research aims to study the innovativeness of knowledge-based companies from the lens of strategic thinking. It also investigates the impact of strategic learning as a mediating variable to provide more accurate explanation. This empirical study is a descriptive research rooted in the positivist philosophy of research. The statistical population compromised of the knowledge-based companies that, in 2018, used the services of Iran National Innovation Fund to implement their innovative plans. Since 168 knowledge-based companies were qualified to use the services, a random sampling method was used for sampling, and Cochran's formula was used to determine the required number of the cases in the samples. The data were randomly collected from 117 knowledge-based companies. A 5-point Likert scale questionnaire was used to collect the data. The reliability of the questionnaire was evaluated by measuring Cronbach's alpha and estimating composite reliability. Experts' opinions and standard questionnaires were also used to ensure the content validity. Confirmatory factor analysis, convergent validation and diagnostic validation were done to ensure the construct validity. In this research, the SPSS and Smart PLS software programs were used to analyze the data, and the results were presented as statistical models. The findings confirm the fit of the research model and reveal that the tendency of the knowledge-based companies to innovate is directly influenced by the level of strategic thinking and strategic learning. In addition, strategic learning can increase the impact of strategic thinking on the tendency to innovate. Therefore, the managers of knowledge-based companies can use the concepts and tools of strategic thinking and strategic learning to promote innovation. Knowledge-based companies are formed based on innovation and create a new market by innovative changes. Given the dependence of these companies on innovation, the lack of innovation reduces their profitability and endangers their survival. Studying the innovation of such companies should be in the different aspects, and it should not include only the barriers to innovation such as insufficient human resources, inappropriate business environment conditions, limited access to required resources and technologies. Another aspect that should be discussed is the tendency for innovation. Assuming that there are no obstacles in the way of innovation, the tendency for it is necessary to continuously innovate products, processes, and business models. Emphasizing this key point, the present study investigates the relationship between strategic thinking and strategic learning for innovativeness in knowledge-based companies. The data analysis shows that strategic thinking directly affects the tendency of knowledge-based companies to innovate. Strategic thinking improves the tendency to innovate by increasing the company's ability to recognize good opportunities, be creative, promote systemic thinking (a holistic approach to analysis that focuses on the system as a whole, not a series of parts, and how systems work overtime within the context of larger systems), and establish  vision (or aspiration) and strategic communication. In addition to the direct impact of strategic thinking on innovation, the data show that strategic thinking would increase the tendency of knowledge-based companies to innovate indirectly through strategic learning. Promoting strategic thinking capabilities in knowledge-based companies would make companies increase their strategic knowledge at the organizational level and apply their experiences to innovate.

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.

he statement of the Second Phase of the Revolution, considering the importance of the exporter and the time importance of its issuance, requires a very detailed study. This is important in order to make the words of the Imam of the society more effective through the maximum communication between the Imam and the Ummah. In this regard, given the complexity and conceptual grandeur of the Declaration of the Second Phase of the Revolution, it is necessary to look at it from different angles so that perhaps by summarizing these views one can approach its comprehensive understanding. One of the perspectives that can be used to review the statement; Analysis of the statement from a strategic perspective is, in a sense, a statement of strategic analysis. In other words, this study seeks to answer the central question of what is the evidence for the strategic view in the second step statement? In this research, using the content analysis method, the content of the Second Phase of the Revolution and counting the signs of the strategic planning document have been studied. According to a detailed study of the text of the statement, 287 key propositions, 295 basic themes, 80 organizing themes and 9 Inclusive theme have been identified. In this research, the propositions of analyzing the current situation of the revolution , the hierarchy of the goals of the revolution, the governing principles and principles, policies and strategies of the Islamic Revolution movement in the second step have been calculated and presented.

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.