In the workplace of the twenty-first century, there has been a rise in interest in organizational learning. The purpose of this research is to add to the body of knowledge regarding organizational learning, by analyzing how TQM affects organizational learning. Also in this study, we intend to indicate the influence of strategic thinking as moderator on the relationship between TQM and organizational learning. Data were gathered from respondents (N = 306) who were employed in industrial sectors and registered with the Amman stock exchange in Jordan. Furthermore, the study results support the assumption that TQM affects organizational learning. Moreover, the findings confirmed that strategic thinking plays a moderating role in the relationship between organizational learning and TQM, supporting the moderation hypothesis as well. After presenting theoretical and practical implications of the research, limitations and future direction are discussed.

The purpose of this study was to investigate and examine the moderating effect of Strategic Thinking on the effect of Talent Management on Core competence. The study collected the primary data from the sample that comprise of 310 managers working in Saudi private hospitals lied in western region, using well-designed questionnaire. The study planned to learn how Talent Management, Core Competence, and Strategic Thinking can affect each other in private hospitals, which can re-veal the latent potentials of human resources that enable the hospitals to achieve competitive positions. SEM model was developed and carefully assessed. The key findings indicate that enhancing managers’ strategic thinking could result in increasing the opportunity for hospitals to achieve core competences through applying talent management practices. As a result, the relationship between Talent Management and Core competence, as well as the relationship between Strategic Thinking and Core competence, was positive. Given these relationships, it can be concluded that the strategic thinking (as a moderating variable) can have a positive effect on the relationship between talent management and core competence.

The literature suggests that strategic thinking is a single learning loop based on a number of strategic theories. Therefore, this study examines the relationship between strategic thinking and strategic human resource management (HRM) in banking industry of Jordan. We also look at whether human capital can be used to boost the relationship between strategic thinking and strategic HRM. In order to achieve these objectives, the researcher conducts an explanatory, applied, and cross-sectional investigation where the instrument of this study is a questionnaire. The proposed study of this paper uses structural equation modeling to examine the hypotheses of the survey. The result shows that strategic thinking had a positive and significant effect on strategic HRM. Moreover, human capital has a positive and significant effect on strategic HRM. The implications of the results are discussed for human capital and the author concludes with the research agenda and recommendations on how future banks can effectively benefit from strategic thinking and human capital to enhance strategic HRM.

This study empirically examines the impact of strategic thinking on organizational excellence in Jordan's Information and Communication Technology (ICT) sector. Adopting a quantitative methodology, this study surveys a sample of 270 individuals drawn from various ICT companies across Jordan. Utilizing Structural Equation Modeling (SEM) with Partial Least Squares (PLS) for analysis, the study investigates the effects of different dimensions of strategic thinking on organizational excellence. The findings reveal that among the dimensions studied, dynamic and systematic thinking significantly and positively influenced organizational excellence. These results underscore the critical role that adaptive and methodical approaches to strategic thought play in enhancing organizational performance and competitiveness within the fast-paced ICT sector. The study not only contributes to the theoretical understanding of strategic thinking's relevance in organizational success but also offers practical insights for ICT companies aiming to achieve excellence in a dynamic business environment.

This examines the impact of strategic thinking on the performance of Mashhad municipal mangers. Strategic thinking as one of the ways of thinking has a crucial place in the modern world and plays essential role in major issues at different organizational levels including individual decision-making and planning. We expand our horizons and take the opportunity to increase our performance using strategic thinking. Organizations are being involved in competitive and chaotic situations; therefore, they need managers with strategic thinking. Nevertheless, there are some organizations throughout the world managing their business activities in increasingly difficult situations with highly developed duties. Therefore, they need strategic thinkers to cope up with the mentioned problems and Mashhad Municipality is no exception to this policy because it has a special place among all aspects of metropolitan districts. Thus, this study has attempted to explain of the impact of strategic thinking on the performance of Mashhad municipal managers. The results obtained from the study show that strategic thinking had an acceptable level among municipal managers of Mashhad City and all factors of strategic thinking improved their performance.

The purpose of this paper is to explore the relative importance of strategic thinking dimensions in prediction of counter-productive behavior. The research method is based on a descriptive- Survey research. After collecting the questionnaires from 73 top managers and 110 staffs, the correlations between strategic thinking dimensions and counterproductive behavior were calculated. The relative importance method was used to calculate the relative weight of each dimension of strategic thinking in prediction of counterproductive behaviors. The results show that the strategic thinking of top managers is associated with their counterproductive behavior (correlation coefficient -0.38). Furthermore, The results of the Relative Importance Method indicate that the relative importance of each dimension of strategic thinking in prediction of counterproductive behavior is not the same. System perspective with 31.1% has the highest importance and hypothesis driven with 11.7% has the lowest weight. Intent focus, thinking in time and intelligent opportunism predict 14.1%, 13.3%, and 29.8% of counter-productive changes, respectively.