HOW DO STRATEGISTS THINK? ABOUT CONVERGENT AND DIVERGENT ORIENTATIONS IN STRATEGIC THINKING

Abstract

The goal of the paper is to present the literature review results and empirical findings on combining opposite orientations within a strategic thinking style. The construct with five independent dimensions describing a strategic thinking style was conceptualized based on a systematic literature review and used as a framework in the qualitative study. The empirical study includes individual in-depth interviews (n=18) with top-level managers. The findings show it is possible to combine opposite orientations in all five identified dimensions describing the strategic thinking style in line with the literature on paradoxes and strategic ambidexterity. 

Keywords: strategic thinking, strategic thinking styles, paradox, strategic ambidexterity 

JEL classification codes: L2, L20, L21, M12