پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 31 |
| تعداد شماره‌ها | 334 |
| تعداد مقالات | 3,274 |
| تعداد مشاهده مقاله | 4,073,632 |
| تعداد دریافت فایل اصل مقاله | 4,879,401 |
Studying school principals' strategic thinking and constructing and validating scale for measuring it | ||
| School Administration | ||
| مقاله 8، دوره 8، شماره 1، تیر 2020، صفحه 161-138 اصل مقاله (1.09 M) | ||
| نوع مقاله: Mixed Method Research Paper | ||
| شناسه دیجیتال (DOI): https://doi.org/10.34785/J010.2020.948 | ||
| نویسندگان | ||
| امیر وشنی* 1؛ فرانک موسوی2؛ مریم اسلام پناه2؛ محمد جواد کرم افروز3 | ||
| 1دانشجوی دوره دکتری مدیریت آموزشی، دانشکده ادبیات و علوم انسانی، واحد کرمانشاه، دانشگاه آزاد اسالمی، کرمانشاه، ایران | ||
| 2استادیار گروه مدیریت آموزشی، دانشکده ادبیات و علوم انسانی، واحد کرمانشاه، دانشگاه آزاد اسالمی، کرمانشاه، ایران | ||
| 3ستادیار گروه برنامهریزی درسی، دانشکده ادبیات و علوم انسانی، واحد کرمانشاه، دانشگاه آزاد اسالمی، کرمانشاه، ایرانKermanshah, Iran | ||
| چکیده | ||
| In school management, strategic thinking has become a necessity. Undoubtedly, the strategic thinking of school principals empowers principals, provides them with the right training, and provides the necessary framework for expanding their insights and increasing their knowledge level. The purpose of this research was to study the strategic thinking of school principals and constructing and validating the scale for measuring it. The research method was mixed and carried out by exploratory (tool development plan) with sequential approach. In the qualitative section, a methodology based on grounded theory is used. In the quantitative part, the research method was descriptive-survey. The statistical population in qualitative section consisted of faculty members and PhD students of the department of educational management who were selected by non-probability and purposeful sampling method and in the quantitative section were school principals in Songhor in the academic year 1396-97. In this section, the whole census sampling method was used. Data were collected using qualitative part of semi-structured and in-depth interviews and quantitative part of researcher-made scale of 41 items. The validity and reliability of the instrument were evaluated in the qualitative section with the criterion of acceptability and capability. In the quantitative section, the content validity was confirmed by faculty members' opinion. The validity of the researcher-made scale construct was assessed by factor analysis and the internal consistency coefficient of the instrument was verified by Cronbach's alpha method before and after implementation. The data analysis method in qualitative section was the grounded theory method based on a forward-looking approach. The approach to the future took place in three steps of open coding, axial coding, and selective coding. The steps and process were categorized and analyzed with the help of Maxqda software. The data analysis method in quantitative part was exploratory factor analysis. In this section, Kaiser, Meyer and Alekin sampling adequacy index, Bartlett test, and principal component analysis by varimax method, Scree Chart and Pearson correlation coefficient were used in SPSS software. In the qualitative section, after analyzing the interviews, 178 open source codes were extracted. The open source codes were grouped together and reduced to 24 codes in the form of secondary codes and then 7 axial codes were compiled. Codes saturated in the twelfth interview and theoretical adequacy was obtained. The seven main themes of school principals' strategic thinking are: creative thinking with four concepts: intellectual independence, mental flexibility, challenging previous assumptions and continuous search for innovative ways; intelligent opportunity with three concepts: human resources improvement, finding new opportunities, giving importance and attention to ideas; futurism with six concepts: having an ideal vision, understanding the challenges and threats, visualizing the future impacts of technology, identifying future-appropriate needs, identifying recurring patterns, and subjective and practical flexibility to face future uncertainty; environmental Intelligence with three concepts: conversation with successful schools stakeholder analysis and attention to competitor performance; technological thinking with three concepts: understanding the need for multimedia; creating and strengthening a management information system and providing context for strengthening the research spirit; systematic thinking with three concepts: seeing the positive dimensions of different positions; understanding of learning and education relationships and understanding of all parts of the school in relation to each other; intuitive thinking with two concepts: understanding the mission of the educational institution and understanding the relationships between phenomena. After identifying the main categories of school principals' strategic thinking in the qualitative section, a number of items were considered for each of these categories and a 41-item scale was formulated and adjusted. The scale was set within the Likert spectrum and consisted of five options ranging from very high to very low, and was distributed and collected among school principals and entered the factor analysis phase. The findings showed that the Kieser-Meier-Alkin indices and the Bartlett test confirmed the prerequisites for exploratory factor analysis. The initial share table showed that all 41 items had variance above 0.5. Seven factors had a value greater than one and totaled 41 items representing 7 factors. The first factor had the highest share (19.57% with a specific value of 19.22). In total, all 7 factors with eigenvalues greater than 1 were able to account for about 68% of the variance in item-related items. The varimax-rotated factor matrix showed that the six items had the highest correlation with the third factor, the thirteen items had the highest correlation with the first factor, the five items had the highest correlation with the second factor, the five items had the highest correlation with the fourth factor, The four items had the highest correlation with the fifth factor, the four items had the highest correlation with the sixth factor, and the four items had the highest correlation with the seventh factor, considering the concept and direction of the items with creative thinking, foresight, technological thinking, system thinking, environmental intelligence, intelligent opportunity, and intuitive thinking were named. Each of the scale items had a correlation of more than 0.50 with a factor in which they were located and a correlation of less than 0.50 with the other factors, and none of the items had a high correlation with more than one factor. It was of divergent validity of the scale. The results of Pearson correlation coefficient showed that all the components of the scale have a positive and significant relationship with each other. Also, each of the components with the whole scale has a positive and significant correlation. This result indicated the convergence of factors with the total score of the questionnaire. Internal consistency coefficients of the items and scale factors using Cronbach's alpha indicated that the calculated reliability coefficients were at satisfactory level (above 0.70) and Cronbach's alpha coefficient for the whole scale was also 0.94 that Indicates appropriate scale reliability. Given the lack of a scale for school principals 'strategic thinking, it can be argued that with the designed components as an acceptable standard and criterion for measuring school principals' strategic thinking can be measured and at certain intervals based on these components, assessed the status of school principals’ strategic thinking and compared and analyzed the gap between the current and desired situation in schools. | ||
| کلیدواژه‌ها | ||
| Strategic Thinking؛ Factor Analysis؛ Strategic Thinking Scale؛ Validation؛ School Principals | ||
| مراجع | ||
|
Abbas, A. H., & Khali, H. H. (2016). Effect of the empowerment leadership's on job involvement reinforcement through a mediator role for strategic thinking skills. International Journal of Academic Research in Business and Social Sciences, 6(6), 189-220. Aghajanyan, S., & Rostami, M. (2013). Constitutive elements of strategic thinking construct, Iranian Journal of Management Sciences, 8 (29), 44-58. [In Persian]. Al-Zu'bi, H. A. (2016). Strategic thinking competencies and their impact on strategic flexibility. Journal of Current Research in Science, 4(1), 1-35. Arayesh, M. B., Golmohammadi, E., Nekooeezadeh, M., & Mansouri, A. (2017). The effects of organizational culture on the development of strategic thinking at the organizational level. International Journal of Organizational Leadership, 6 (2), 1-26. Arefnezahd, M. (2017). Identifying and prioritizing elements of principals’ competencies with an emphasis on islamic management, Journal of school Administration (JSA), 5 (1), 151-172. [In Persian]. Azar Poor, S., Abooii Ardakan, M., & Gholipour, A. (2015). A study on relationship between strategic thinking skills and personality traits of managers in media industry, Iranian Journal of Management Sciences, 10 (40), 42-60. [In Persian]. Bonn, I. (2005). Improving strategic thinking: A multilevel approach, Leadership & Organization Development Journal, 26(5), 336-354. Bonn, I. (2001) . Developing strategic think as a core competency. Management Decision, 39 (1), 63-70. Dane, E., & Pratt, M. G. (2007) . Exploring intuition and its role in managerial decision-making, Academy of Management Review, 32 (1), 33-54. Elbanna, S., Child, J., & Dayan, M. (2013). A model of antecedents and consequences of intuition in strategic decision making, Long Range Planning, 46, 149-176. Emari, H., Vazifehdoust, H., & Nikoomaram, H. (2018). Environmental consciousness and relation quality in islamic business: Impact on firm performance, Productivity Management, 12, 1(44), 181-209. [In Persian]. Forozandeh Dehkordi, L., Mahmoodi Meimand, M., Abesi, S., & Haddad Zadeh, M. (2015). Identifying factors and components of intuition in decision making in viewpoint of Holy Quran. Public Organization Management, 3 (4), 75-91. [In Persian]. Ghaffarian, V., & Kiani, Gh. (2004). Five commandments for strategic thinking, Fourth edition, Tehran: Fara Publishing. [In Persian]. Ghasemi, H., & Feyzi, M. (2016). The role of strategic thinking in structural complexity of an organization. Strategic Management Researches, 21 (59), 141-170. [In Persian]. 141-170. [In Persian] Goldman, E., & Casey, A. (2010). Building a culture that encourages strategic thinking. Journal of Leadership & Organizational Studies, 17(2), 119-127. Goldman, E., & Scott, A. R. (2016). Competency models for assessing strategic thinking. Journal of Strategy and Management, 9 (3), 258-280. Golmohammadi, E., Mohammadi, N., & Boromandan, Z. (2014). Commands and model of learning to think strategically. Development Strategy, 36, 88108. [In Persian]. Graetz, F. (2002). Strategic thinking versus strategic planning: Towards understanding the complementarities, Management Decision, 40(5), 456- 462. Henden, G. (2004). Intuition and its role in strategic thinking, A dissertation submitted to BI Norwegian school of management for the degree of Dr. Oecon. Hosseini, S. Y., Behjati Ardakani, B., & Rahmani, S. (2012). Presentation of a model for measuring strategic thinking of managers of the tile and ceramic industry of Iran with the approach of structural equation modeling, Executive Management, 4 (7), 13-36. [In Persian]. Hosseinzadeh, D., & Tusi, A. (2015). A study of the relationship between smart management and empowering employees of the central organization of Islamic Azad University. Educational Leadership and Administration, 9 (4), 9-23. [In Persian]. Iranzadeh, S., Sabahi, I., & Amari, H. (2008). Strategic thinking, first edition, Tabriz: Foroozeh. [In Persian]. Kamari, H., Nourian, M., Soleimani, N., & Masoudi Nadushan. E. (2018). Designing strategic thinking model for applied academic universities. Educational Administration Research, 9 (35), 41-60. [In Persian]. Kaviani, H., Shokohyar, S., & Fathabadi, H. (2018). Identifying and adressing the contextual factors contributing to strategic thinking in the petrochemical industry. Strategic Management Researches, 23 (67), 151-171. [In Persian]. Keramati, M. R., Goodarzi, M. A., & Hosseini, F. S. (2016). Strategic thinking in school principals, 7th international conference on psychology and social sciences. February, Tehran, Razi international conference center. [In Persian]. Khatri, N., & Ng, H. A. (2000). The role of intuition in strategic decision making, Human Relations, 53(1), 57-86. Labbafi, S., & Abooyee, M. (2016). Critical success factors for strategic thinking in cultural organizations; Case study: Isfahan cultural organizations, Strategic Management Thought, 10 (1), 117-150. [In Persian]. Lashkar Blocki, M. (2016). Commands and techniques of strategic thinking: Ten commandments and twenty applied thinking, First edition, Tehran: Nas. [In Persian]. Liedtka, J. M. (1998). Strategic thinking: Can it be taught?, Long Range Planning, 31(1), 120-128. Liu, G., & Song, Y. (2009). The interplay of rationality and intuition in strategic decision making, Master program, Linkoping’s university, Department of management & engineering. Miller, C. C., & Ireland, R. D. (2005). Intuition in strategic decision-making, friend or foe in the fast-paced 21st century, Academy of Management Executive, 19, 19-30. Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review, 72(1), 107-114. Mirakhori, A. R., Daraei, M. R., & Salamzadeh, Y. (2014). Comprehensive strategic thinking model considering three aspects: Current Literature, Islam, and Iran. World of Sciences Journal, 1(7), 20-26. Mirakhori, A., Daraei, M. R., & Salamzadeh, Y. (2014). Islamic-Iranian strategic thinking model. Third conference on the Iranian Islamic model of progress, May and June, Tehran. [In Persian]. Monavarian, A. (2015). Strategic thinking: Concept, elements and models, Tehran: University of Tehran. [In Persian]. Monavvarian, A., Aghazade, H., & ShahamatNejad, M. (2012). Measuring the strategic thinking of the managers of Tehran’s municipality, Business Management, 4 (2), 129-146. [In Persian]. Monavarian, A., Farmani, G., & Yajam, H. (2011). Strategic thinking in Benetton. Business Strategy Series, 12(2), 63-72. Moon, B. J. (2013). Antecedents and outcomes of strategic thinking. Journal of Business Research, 66(10), 1698-1708. Moshabaki, A., & Khazaei, A. (2008). Elements of strategic thinking in Iranian organizations, Business Management, 1 (1), 118-105. [In Persian]. Niknami, M. (2011). Educational supervision and guidance. Tehran: Samat. [In Persian]. Rangriz, H., Naveh Ebrahim, A., Arasteh, H., & Soltanieh, F. (2017). Designing the model of strategic competencies of functional managers with thematic analysis. Managing Education in Organizations, 6 (1), 9-49. [In Persian]. Sarmadi, M. R., & Seif, M. H. (2013). Classroom management. Fifth edition, Tehran: Payam Noor publications. [In Persian]. Styhre, A., & Sundgren, M. (2005). Managing creativity in organizations: Critique and practices. NewYork: Plagave Macmillan. Talaei Zavareh, S. H. (2009). Strategic thinking, a need, not a necessity. Growth of School Management, 8 (6), 22-24. [In Persian]. | ||
|
آمار تعداد مشاهده مقاله: 782 تعداد دریافت فایل اصل مقاله: 827 |
||