THE IMPACT OF STRATEGIC THINKING AND ITS ROLE IN ACHIEVING OUTSTANDING PERFORMANCE

Haidar Harbi Hassan

doi:10.37547/ajsshr/Volume04Issue10-16

Authors

Haidar Harbi Hassan
University of Babylon, Faculty of Administration and Economics, Department of Business Administration, Iraq

DOI:

https://doi.org/10.37547/ajsshr/Volume04Issue10-16

Keywords:

Strategic Thinking banking facilities performance

Abstract

This research aims to identify the extent to which banking facilities employ strategic thinking and the factors that contribute to their exceptional performance. The five dimensions of strategic thinking perspective, systemic, nonlinear, time, and participation are essential for any organization's survival, improvement, and expansion. Research is vital since it will help produce new ideas and facts by combining the study of several subjects (such as exceptional performance and strategic thinking) and diagnosing the interaction of variables. The hypothesis was based on the main points: Research was conducted in a Bank of Good Hilla Branch, 5 and Mesopotamia Branch of the Bridge using a questionnaire. The results were analyzed using a statistical program (SPSS), which used frequencies, percentages, averages, and tests. There was no statistically significant correlation at the 0.05 level between strategic Aavadaltvkir in general and the outstanding performance relationship. The study included 35 officials. Using the Spearman correlation coefficient, the research came to the following important conclusions: strategic thinking is now an organizational necessity, not a choice among a set of options for the organization's future. This proves that the bank's management is willing to take responsibility to a high enough level to use the Prospective variable to extrapolate the long-term direction of development strategies. It also shows a strong correlation between the independent and dependent variables. Cosmetics brand Determines the characteristics of the banking business in the long run, achieve outstanding performance in the field of work, and compete and serve beneficiaries while adhering to the requirements plan contained in the Banking Act and the laws of the Iraqi Central Bank. The most important recommendation is to focus on the dimensions and variables of strategic thinking and take advantage of its role in exploiting resources.

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ABSTRACT

This research aims to identify the extent to which banking facilities employ strategic thinking and the factors that

contribute to their exceptional performance. The five dimensions of strategic thinking perspective, systemic,

nonlinear, time, and participation are essential for any organization's survival, improvement, and expansion. Research

is vital since it will help produce new ideas and facts by combining the study of several subjects (such as exceptional

performance and strategic thinking) and diagnosing the interaction of variables. The hypothesis was based on the

main points: Research was conducted in a Bank of Good Hilla Branch, 5 and Mesopotamia Branch of the Bridge using

a questionnaire. The results were analyzed using a statistical program (SPSS), which used frequencies, percentages,

averages, and tests. There was no statistically significant correlation at the 0.05 level between strategic Aavadaltvkir

in general and the outstanding performance relationship. The study included 35 officials. Using the Spearman

correlation coefficient, the research came to the following important conclusions: strategic thinking is now an

organizational necessity, not a choice among a set of options for the organization's future. This proves that the bank's

management is willing to take responsibility to a high enough level to use the Prospective variable to extrapolate the

long-term direction of development strategies. It also shows a strong correlation between the independent and

dependent variables. Cosmetics brand Determines the characteristics of the banking business in the long run, achieve

outstanding performance in the field of work, and compete and serve beneficiaries while adhering to the

requirements plan contained in the Banking Act and the laws of the Iraqi Central Bank. The most important

Research Article

THE IMPACT OF STRATEGIC THINKING AND ITS ROLE IN ACHIEVING
OUTSTANDING PERFORMANCE

Submission Date:

October 06, 2024,

Accepted Date:

October 11, 2024,

Published Date:

October 16, 2024

Crossref doi:

https://doi.org/10.37547/ajsshr/Volume04Issue10-16

Haidar Harbi Hassan

University of Babylon, Faculty of Administration and Economics, Department of Business Administration, Iraq

Journal

Website:

https://theusajournals.
com/index.php/ajsshr

Copyright:

Original

content from this work
may be used under the
terms of the creative
commons

attributes

4.0 licence.

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recommendation is to focus on the dimensions and variables of strategic thinking and take advantage of its role in

exploiting resources.

KEYWORDS

Strategic Thinking, banking facilities, performance.

INTRODUCTION

Organizational success hinges on the capacity to

swiftly adjust to shifting external demands, according

to theories of strategy as learning and evolutionary

adaptation. By developing a winning strategy based on

strengths and weaknesses, strategic thinking allows

for a quicker response by formulating better

judgments that can be gained from the investigation

and the appropriate application of the stated initiatives

of senior managers in big organizations.

Analytical in nature, strategic planning seeks to

program previously established initiatives. The end

product is the plan for the future. However, strategic

thinking yields an integrated vision for managing the

company through a synthesis process grounded in

intuition. The five components of strategic thinking

are:

•

Intent-based thinking.

•

Thinking in the present.

•

Considering potential additional scope based

on hypothesis.

•

Intelligence that does not take advantage of

opportunities.

A person's ability to think strategically is defined by the

presence of these components. Instead of just another

planning procedure, they say it's more of a mindset.

Unlike corporate ideology or organizational identity,

which are more fixed, strategic thinking is a collection

of ideas and regulations managers have developed to

direct their day-to-day work. It includes principles,

policies, rules, and executive approaches.

To be a strategic thinker, you need to be able to think

outside the box and come up with ideas that your

competitors will have a hard time replicating. Strategic

thinking is about creating unique ideas that set your

organization apart, making you more innovative and

competitive. In a democratic setting, where the

greatest number of people can participate and have

the greatest degree of structured freedom to express

their views, the most recent management theories

emerged.

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Making the future is an essential and inevitable human

industry; as (Owen Pipeck) puts it, "He who is unable

to predict the future is not worthy of living in it."

Therefore, strategic thinking is a crucial modern

method for managing organizations. Its exceptional

performance is among the most essential elements in

the organization's success, both internally and outside.

As the world moves towards a knowledge economy

that

depends

heavily

on

different

modern

technological techniques, humans' growing use of

modern technology tools has dramatically improved

the performance of various production projects. This is

particularly

true

of

new

information

and

communication technologies. From what we can see,

strategic thinking is a way of thinking that managers in

organizations like. They can improve the organization's

performance by using the available information to

create plans, policies, and strategies and be ready to

face emergencies in advance. Sections one, "Research

Methodology," section two, "Theoretical Framework,"

section three, "Practical Framework," and section four,

"Conclusions and Recommendations," made up the

research framework.

The First Research

Research Methodology

First: The Research Problem

Strategic thinking helps organizations produce more

effective decisions and actions that create public value,

in addition to implementing the organization's vision

and the appropriateness of the institutional mandate.

Moreover, it satisfies the main stakeholders.

Mintzberg et al. noted that effective strategy-making

links action to thinking, which in turn "links

implementation to formula" (Mintzberg et al., 1998:

71). Strategic thinking is repetitive, flexible, and action-

oriented, which often makes it attractive to the public,

leaders, and managers. In this context, past

experiences have proven that developing the

performance of an organization, its departments, and

its units is the product of that thinking. The research

problem is represented by the lack of managers of

banking institutions who can employ what they

possess, a culture of strategic thinking, its principles

and elements, and its importance in supporting

decision-making processes. This has caused many

banks to miss opportunities to improve their reality.

Instead, it was a reason for "the low level of

performance and the low level of their effectiveness

and their absence from the developments and changes

in the banking work environment." These challenges

prompted the management of the banks in the

research sample to think about developing a strategic

plan to improve their reality and keep pace with the

development in the banking environment. This

embodied the central aspect of the current research

problem. Therefore, the research problem crystallizes

in knowing the level of strategic thinking in banking

institutions and its impact on their performance. The

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distinguished and current research attempts to answer

the following main questions:

1- What is the relationship between strategic thinking

and distinguished performance in banking institutions,

the research sample?

2- What is the extent of applying strategic thinking in

banking institutions, the research sample?

3- What are the dimensions of strategic thinking most

applied in banking institutions, the research sample?

4- What is the impact of the dimensions of strategic

thinking affecting distinguished performance in

banking institutions, the research sample?

Second: The importance of the research.

The importance of the current research stems from the

fact that it:

1

—

It will combine research on different topics

(strategic thinking and distinguished performance)

and diagnose the interaction of their variables in a way

that contributes to deducing new concepts and data

about their topics.

2- The research is a tool that provides a clear picture of

organizations related to their goals and objectives and

their orientations to employ their core competencies in

a strategic manner

3- Its focus is on a vital sector, such as the banking

sector, which raises the economic and social levels of

various sectors of society.

4- The current research is a field attempt to reveal the

levels of strategic thinking, determine the mechanisms

of its harmony with financial decision-making, and the

impact it achieves on the strength of those decisions.

5- An attempt to provide a supportive tool for general

decision-making processes, particularly financial

decisions.

Third: Research objectives

This research seeks to achieve the following objectives:

1- Identify some dimensions of strategic thinking in

management in banking institutions, the research

sample.

2- Identify the reality of distinguished performance in

banking institutions and the research sample.

3- Understand the relationship between strategic

thinking and the level of distinguished performance in

banking institutions, the research sample.

4- Provide recommendations and results from the

scientific study that can enhance the level of strategic

thinking among senior management managers, which

is positively reflected in the distinguished performance

in banking institutions, the research sample.

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Fourth: Research hypotheses.

Based on what was discussed in the introduction and

the research problem, the research hypotheses can be

summarized according to the dependent and

independent variables.

In two primary hypotheses.

The first primary hypothesis is Ho1: (There is no

statistically significant correlation at a significance level

of 0.05 between the dimensions of strategic thinking in

general and outstanding performance. The following

hypotheses branch out from this hypothesis:

Sub-hypothesis (1): There is no statistically significant

correlation between the foresight dimension and

outstanding performance in the banks of the research

sample.

Sub-hypothesis (2): There is no statistically significant

correlation between systems thinking and outstanding

performance in the banks of the research sample.

Sub-hypothesis (3): There is no statistically significant

correlation

between

nonlinear

thinking

and

outstanding performance in the banks of the research

sample.

Sub-hypothesis (4): There is no statistically significant

correlation between time thinking and outstanding

performance in the banks of the research sample.

Sub-hypothesis (5): There is no statistically significant

correlation between the participation dimension and

outstanding performance in the research sample's

banks.

The second primary hypothesis Ho2: There are no

statistically significant differences at a significance

level of 0.05 between the averages of the responses of

the two researchers about (the effect of strategic

thinking on outstanding performance and variables

Attributed

to

personal

and

organizational

characteristics (gender, academic qualification, age

group, job position, years of practical experience) in

the banking institutions of the research sample.

Fifth: Data collection methods.

The descriptive statistical approach was used to

achieve the research objectives, which is known as a

method that addresses existing and available

phenomena for research (dimensions of strategic

thinking and outstanding performance). Data and

information were collected as follows to achieve this

and reach the correct results.

1- Theoretical framework tools played a crucial role in

enriching the theoretical aspect of our research. We

relied on the contributions of writers and researchers,

collected from a variety of sources such as scientific

references from books, magazines, theses, and

scientific research in both Arabic and foreign

languages. These sources, related to the research

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topic, were complemented by the wealth of

information available on the World Wide Web

(Internet) related to strategic thinking and

outstanding performance.

2- In covering the field aspect of the research, we relied

on a number of necessary means in collecting data and

information. These means included:

A- Personal Interview: A number of personal interviews

were conducted with individuals in the research

sample, the banks under study, to clarify the

paragraphs of the questionnaire to ensure.

B- Questionnaire form: The questionnaire is the main

source for obtaining the required data and

information. It was designed to cover all research

variables, and simplicity and clarity were taken into

account in its formulation.

The following table shows the paragraphs of the

questionnaire and the sources that were adopted in its

preparation:

Table (1) Sources adopted in developing the

questionnaire form

Source: Prepared by the researcher

Sixth: Research limits.

1- Spatial limits: This research was applied in Rafidain

Bank, Al-Jisr 103 branch, a branch of the central

Rafidain Bank, and Rashid Bank, Hilla /5, also a branch

of the central Rafidain Bank. These two banks, Al-Jisr

103 branch and Al-Rashid Hilla /5, are located in Babil

Governorate.

2- Temporal limits: The time limits of the research are

the period during which the researcher conducted the

study, which begins with the visit to diagnose and

examine the research problem, distribute and retrieve

the questionnaire, interview managers, department

heads, and division officials, and discuss their opinions

on the research variables that dealt with the role of

strategic

thinking

in

achieving

distinguished

performance in Rafidain Bank, Al-Jisr 103 branch and Al-

Rashid Hilla /5 from 11/1/2021 to 3/28/2022.

Seventh: The Significance of the research Sample.

The research sample includes a group of managers,

department heads, and divisional officials in Rafidain

Bank, Al-Jisr Branch 103, and Al-Rasheed Hilla/5 to be

the research sample, and 35 questionnaires were

distributed, of which (30) valid questionnaires were

analyzed, and (5) of them were excluded as invalid for

analysis after answering the questionnaire to test the

research hypotheses in addition to other information

from a personal interview in the banks.

Eighth: The Value of the Hypothetical Research Plan.

Achieving the objectives requires building a

hypothetical plan that depends on the composition of

its essential variables to examine the effect of the

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dimensions of strategic thinking on outstanding

performance.

Strategic thinking.

N.

Variables

Number of

paragraphs

Source:

First

Independent
variable Strategic
thinking

5

Costanzo & MacKay, 2008:2), Al-Ghalbi &
Idris, 2008:208)

*Foresight

5

Banathy, 2005:158-159), (Maccoby, 2001:2

*Systems thinking

6

Mason, 2007:15,

*Nonlinear thinking

4

White, 2004,47), 2000:40, Fink & Oliver)

*Time thinking

6

Booth & Segon, 2008:323), Al-Saeedi,
2008:133)

Second

*Participation

10

(Faraj, 2009:62-63, Al-Otaibi, 2003:12)

Foresight

Systems thinking

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The effect of the connection

Figure (1) The hypothetical research plan

Second section

Theoretical framework

First: Strategic thinking.

1-1 The concept of strategic thinking

The importance of strategic thinking has been

increasingly recognized by researchers and academics.

The definitions put forth by these scholars, who have

shown a growing interest in this type of thinking, have

been diverse. This diversity in views is a reflection of

the evolving nature of the study of strategic thinking.

In this article, we aim to provide a comprehensive

understanding of the various dimensions of strategic

thinking.

(Tavakoli & Lawton, 2005: 159) It defines strategic

thinking as "a cognitive process that can and must

precede strategic decisions and actions, whether it

occurs during planning or the emergence process.

Thinking about time

Nonlinear thinking

Participation

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Strategic thinking occurs when a person contemplates

the future of the organization, taking into account its

environment and efficiency variables. The efficiency of

widespread and integrated strategic thinking can

create a basic efficiency that will improve and maintain

competitive advantage." While (Al-Mubarak, 2:2006)

defined strategic thinking as "the method through

which officials can direct the organization, starting

from the transition from administrative operations and

procedural activities and facing emergencies and

crises, until forming a different vision for the changing

internal factors and external factors capable of serving

the required change in the surrounding environment,

in a way that ensures the best possible use of the

organization's capabilities based on a new perspective

focused primarily on the future without neglecting the

past."

We find that (Al-Ghalibi and Idris, 65:2007) defined

strategic thinking as "an intellectual channel that

broadcasts and receives images and ideas that are

consistent with the desired goal, and does not capture

images and ideas sent from another intellectual

channel that exhausts and confuses the mind and

hinders its speed and effectiveness, except for those

related to the subject."

We see (Al-Zahir 20-19:2009) strategic thinking as "an

intellectual path with its course that relieves the mind

from the burden of tangled ideas, impurities and

perceptions that the mind does not need while

thinking about a specific subject with specific goals."

Thinking is only effective if it leads to the desired

results with the least possible effort and in the shortest

possible time. This is what strategic thinking aims for.

We can plan for the future and then achieve acceptable

results without resorting to the theories of great

thinkers about how to plan, its methods, and forms if

we adhere to thinking with a specific strategy that

ensures we do not deviate from the appropriate

intellectual path.

While (Al-Khafaji, 2010: 67) defined strategic thinking

as "a method of analyzing situations facing the

organization that are characterized by challenge and

change, and dealing with them through visualization,

windows and the strategic poster to ensure the

organization's survival and its advancement of its

social and ethical responsibilities, present and future."

From all of the above, we can establish an operational

definition of strategic thinking as (a cognitive

conceptual process for a set of ideas, principles,

policies, rules, and executive approaches that were

formed by thinking managers for their role in directing

their daily work from a set of ideas and regulations that

are more flexible than corporate ideology or

organizational identity).

1-2The importance of strategic thinking.

Strategic thinking remains one of the critical challenges

facing senior management in any organization, and it

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extends to include all levels of the organization. For the

organization to enjoy competence, past experiences

have proven that developing the strategies of the

organization's departments and units is the result of

that thinking. Perhaps the benefits of strategic

thinking are embodied in that it is a tool that enhances

competence and excellence in performance, as senior

management can identify the preparations through

which success can be achieved, perhaps including

preparations to maintain the quality of manufacturing,

effective costs, and using a distribution method that

enables the organization to gain superiority over its

competitors (Al-Douri and Saleh, 2009: 27). A new

vision of strategic planning was presented by

managers employing intuitive and creative strategic

thinking, as they provide visions of rebuilding

strategies. Since strategic planning is a significant

ongoing activity, it encourages managers and even

requires them to think strategically. It calls on them to

focus on the external environment in the long term and

think about it in stages and operationally in the short

term. It also calls on managers to think about the

strategic management process through its various

elements, such as its establishment, application, and

control. Within the concept that strategic thinking is

nothing but determining long-term goals and

objectives, adopting action paths, and allocating the

necessary resources to achieve the organization's

goals, it helps managers prepare for the future (Al-

Khafaji, (2008: 220-221). The strategic thinking process

includes looking at phenomena dynamically in terms of

movement-activity and the temporal development of

events. Things exist whether they fall within our

thinking, and we cannot anticipate all the possibilities

and opportunities that will arise (Ghorbani & Kiani,

2012: 399). Therefore, viewing the thinking process

differently from the physical processes is better. It is

possible to move to one stage completely without

completing the ideas in the previous stage. This is the

best depiction of the thinking process, which turns out

to be a cycle with no specific beginning or end.

Thinking does not have a natural stopping point and

only ends when there is a conclusion (Wells, 2012: 59).

Figure (1) The hypothetical research plan

Second section

Theoretical framework

First: Strategic thinking

1-1 The concept of strategic thinking.

Researchers and academics have begun to realize the

importance of strategic thinking. The definitions

provided by writers and researchers who have taken

an interest in this type of thinking have varied, and the

views of researchers and experts on strategic thinking

have varied. This variation is due to the relative

modernity of studying its dimensions. The concepts of

strategic thinking will be addressed in a broader and

more comprehensive manner.

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(Tavakoli & Lawton, 2005: 159) defined strategic

thinking as "a cognitive process that can and must

precede strategic decisions and actions, whether it

occurs during planning or the emergence process.

Strategic thinking occurs when a person contemplates

the future of the organization, taking into account its

environment and efficiency variables. The efficiency of

widespread and integrated strategic thinking can

create a basic efficiency that will improve and maintain

competitive advantage." While (Al-Mubarak, 2:2006)

defined strategic thinking as “the method through

which officials can direct the organization, starting

from the transition from administrative operations and

procedural activities and facing emergencies and

crises, until forming a different vision for the changing

internal factors and external factors capable of serving

the required change in the surrounding environment,

in a way that ensures the best possible use of the

organization’s capabilities based on a new perspective

focused primarily on the future without neglecting the

past.”

We find that (Al-Ghalibi and Idris, 65:2007) defined

strategic thinking as “an intelle

ctual channel that

broadcasts and receives images and ideas that are

consistent with the desired goal, and does not capture

images and ideas sent from another intellectual

channel that exhausts and confuses the mind and

hinders its speed and effectiveness, except for those

related to the subject.”

We see (Al-Zahir, 20-

19:2009) strategic thinking as “an

intellectual path with its own course that relieves the

mind from the burden of tangled ideas, impurities and

perceptions that the mind does not need while

thinking about a specific subject with speci

fic goals.”

Thinking is only effective if it leads to the desired

results with the least possible effort and in the shortest

possible time. This is what strategic thinking aims for.

We can plan for the future and then achieve acceptable

results without resorting to the theories of great

thinkers about how to plan, its methods and forms if

we adhere to thinking with a specific strategy that

ensures not deviating from the appropriate intellectual

path.

While (Al-Khafaji, 2010: 67) defined strategic thinking

a

s “a method of analyzing situations facing the

organization that are characterized by challenge and

change, and dealing with them through visualization,

windows and the strategic poster to ensure the

organization’

s survival and its advancement of its

socia

l and ethical responsibilities, present and future.”

From all of the above, we can establish an operational

definition of strategic thinking as (a cognitive

conceptual process for a set of ideas, principles,

policies, rules and executive approaches that were

formed by thinking managers for their role in directing

their daily work from a set of ideas and rules that are

more

flexible

than

corporate

ideology

or

organizational identity).

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1-2The importance of strategic thinking.

Strategic thinking remains one of the important

challenges facing senior management in any

organization, and it extends to include all levels of the

organization. In order for the organization to enjoy

competence, past experiences have proven that

developing the strategies of the organization's

departments and units is the result of that thinking.

Perhaps the benefits of strategic thinking are

embodied in that it is a tool that enhances competence

and excellence in performance, as senior management

can identify the preparations through which success

can be achieved, perhaps including preparations to

maintain the quality of manufacturing, effective costs,

and using a distribution method that enables the

organization to achieve superiority over its

competitors (Al-Douri and Saleh, 2009: 27). A new

vision of strategic planning was presented by

managers employing intuitive and creative strategic

thinking, as they provide visions of rebuilding

strategies. Since strategic planning is a major ongoing

activity, it encourages managers and even requires

them to think strategically. It calls on them to focus on

the external environment in the long term, in addition

to thinking about it in stages and operationally in the

short term. It also calls on managers to think about the

strategic management process through its various

elements, such as its establishment, application, and

control. Within the concept that strategic thinking is

nothing but determining long-term goals and

objectives and adopting action paths and allocating the

necessary resources to achieve the goals that the

organization possesses, it helps managers prepare for

the future (Al-Khafaji, (2008: 220-221). The process of

strategic thinking includes looking at phenomena

dynamically in terms of movement - activity and the

temporal development of events. Things exist whether

they fall within our thinking or not, and we cannot

anticipate all the possibilities that will appear and the

possibilities that will arise (Ghorbani & Kiani, 2012: 399).

Therefore, it is better to view the thinking process

differently from the physical processes. It is possible to

move to one stage completely without completing the

ideas in the previous stage. This is the best depiction of

the thinking process, which turns out to be a cycle with

no specific beginning or end. Thinking does not have a

natural stopping point and it only ends when there is a

conclusion (Wells, 2012: 59).

- Mechanical system: where the parts of this system

interact to serve the system's goals, such as designing

a car for transportation purposes.

2- Organic system: Similar to the human div, the parts

of this system are genetically designed to interact with

the system's goals. Each part functions as an

independent system, much like an organization. The

leader's role is to motivate these parts to serve the

overall system's goals.

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3- Social system: The human parts of the social system

have their own goals. Therefore, leadership must

motivate them to serve the system's purposes.

(Nonlinear thinking) 3- Nonlinear thinking

There is a broad consensus that traditional strategy

formulation could be more effective in a turbulent

environment, and traditional strategy formulation is

rapidly becoming obsolete in volatile markets and may

make competitors unsuitable by rewriting the rules of

the game. These problems occur because traditional

strategy is built on a foundation, while linear thinking

includes cause and effect or sequential relationships.

Nonlinear thinking is characterized by surprise and

uncertainty.

Knowledge,

intelligence,

talent,

innovation, excellence, quality, ethics, and institutional

values are all nonlinear concepts that cannot be

managed using linear thinking. To manage complex

processes based on these concepts, we need nonlinear

thinking. (Mason, 2007:15) This requires leaders to

abandon organizational designs and methods based

on the Newtonian concept of organization, which

assumes that understanding each component leads to

a complete explanation. Instead, they must embrace

and accept the idea of nonlinear systems, where

organizational environments have shifted from

complexity to being complex. The old common sense

was about how to deal with separate entities in a

complex world. Still, it is now about managing a

complex spiral of intertwined events and situations in

the organizational environment (Glassman, 2005:4).

Figure (2) shows the location of the nonlinear climate

within organizational environments.

- Thinking in time. Strategic thinkers link the past with

the present and the future (White, 2004, 47). Hamel &

Prahalad have discussed and agreed that strategy is

not driven by the future alone. Still, the gap between

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the current reality and, therefore, the future intent is

crucial, as the strategic intent indicates the expansion

of the size of the organization, and accordingly, the

current capabilities and resources are insufficient,

which will motivate the organization to be more

innovative and benefit to the maximum extent from

limited resources. Thus, the past is connected to the

present and the future, so strategic thinking is always

thinking in time. So, there is a need for both a sense of

continuity in the past and a sense of future direction to

maintain control in the midst of change (Lawrence,

1999: 7-8). According to Liedtka (1998:34), scenario

planning plays a vital role in thinking in time. This

means imagining the organization's potential future

that may apply to various issues. A large number of

influential factors determine the scenario planning

process. Using all of these factors during scenario

creation leads to the creation of complex and unclear

scenarios. The factors that play a significant role in

determining the scope of the scenario are identified

and are called essential factors through which the

impact (the effects of internal and external factors on

the organization's future) can be analyzed. After

identifying the primary factors, the scenario team

determines the future horizon. The scenarios must

describe the time in the future. The scenario team must

identify all possible developments for all essential

factors, called projections, through which alternative

and reasonable images can be searched for that can be

used to enable scenarios to describe the opportunities

for the purpose (2000:40, Fink & Oliver).Partnership) 5-

Participation

The stakeholder approach is an umbrella and

framework for issues and matters of value, ethics, and

social responsibilities (Al-Saeedi, 2008: 133). The roots

of the participation approach lie in work, and it seems

that stakeholders are all people who affect and are

affected by the organization (Booth & Segon, 2008:

323). In this sense, the stakeholder approach does not

differ much from the five forces model that determines

the

organization's

competitive

strategy.

The

difference between the five forces model and the

stakeholder

approach

lies

in

sustainable

competitiveness in treating the organization's goal.

The model's ultimate goal is to create a sustainable

competitive advantage.

Second: Distinguished performance.

2-1 The concept of distinguished performance.

The distinction is a comprehensive concept that refers

to the primary goal of management in contemporary

organizations on the one hand and symbolizes the

main characteristic

that it must have on the other hand. The concept of

excellence has been used to express performance and

has a great resonance in

quality and total quality reports; therefore,

distinguished performance can be defined as follows:

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distinguished performance as "an approach to

focusing on the creative output as one of the

approaches to creativity, and is represented by the

amount

of

productivity

and

excellence

in

performance." (Al-Qaryouti, 2001:303)

Defined distinguished performance as "stems from

accomplishing the correct items correctly, and thus is

in line with the principles of total quality." (Ali Al-Salmi,

2002:122)

We find that (Paul Pinto, 2003:11) defined distinguished

performance as "the ability of the institution to renew

and change in the long term in the future, satisfying

calls in the areas of growth and profit."

While

(Faraj,

2009:1)

defined

distinguished

performance as "a group of behaviors, capabilities, and

high intellectual and cognitive skills that individuals

working in organizations enjoy so that they can employ

those skills, knowledge, and behavior in the field of

their work and specialization in a way that enables

them to accomplish work and present ideas and

products that are characterized by modernity and a

type that exceeds the limits of organizational

standards and excels what others present, as well as

originality and creativity. From all of the above, we can

establish an operational definition of distinguished

performance as (the ability of the individual or

organization to perform the tasks required of them

with a high degree of mastery, discipline, and quality

without leaving room for error or deviation, with the

presence of management characterized by excellence,

leadership,

and

skills

capable

of

achieving

unprecedented results).

2 -2 The importance of outstanding performance.

Understanding the importance of any work often

involves measuring its performance and the extent to

which it achieves planned goals. The standards of

outstanding performance, which vary from one group

to another and from one organization to another, are

intricately linked to the customs, traditions, and

environmental conditions of each society and

organization. This variability underscores the need for

context-specific

measures

of

outstanding

performance [2]. The significance of performance

evaluation is further underscored by the importance of

performance standards and measures (Hussein, 2012:

36), (Youssef, 2007: 68).

1- Unify the characteristics and qualities of each

behavior and each work so that we can evaluate

outstanding performance according to those

characteristics. We cannot judge a specific product

without knowing its characteristics, weight, size,

durability, quality, etc.. When we know those

characteristics, we then judge it and the production

process objectively.

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2- Measuring the actual performance of different

production quantities, number of workers, equipment,

material costs, etc.

It can be expected through the ability to set standards

for the levels of outstanding performance for each

work, regardless of its type and in any organization it

exists.

3- Achieving cooperation and effective participation

between managers and subordinates according to

clear steps known to everyone in a clear and explicit

manner.

Objective control serves as a crucial tool for identifying

and addressing various problems that may arise during

the work process. Without it, we cannot accurately

identify deviations or judge the validity of specific work

procedures. Objective control acts as a compass,

guiding us toward the obstacles that hinder achieving

the required level of distinguished performance and

productivity.

The researcher underscores the perpetual need for

developing and adapting performance standards.

These standards, which play a pivotal role in the

various stages of the production process, require

continuous review and appropriate amendments. This

is necessary to ensure they remain aligned with the

evolving

economic,

social,

and

technological

landscape, and to maintain the necessary flexibility for

control standards in all organizations.

-3 Objectives of evaluating outstanding performance.

The objectives of evaluating outstanding performance

are multiple and branch out within each department of

the facility or in each cell of the social and economic

organization. They can be summarized in several main

points, which are) Al-Otaibi (12: 2003) (Mukhaimer et

al., 2000: 18).

1-It is used during any decision-making at the

production process level to determine whether

workers' performance is at the required level or below

it.

2- The extent to which the goals of the facility or

organization are achieved through the workers'

representation of those goals through their

performance levels.

3- It helps in making suggestions for underperforming

workers, such as subjecting them to training courses.

4- Rewarding diligent workers by disbursing bonuses

to them, promoting them and increasing their salaries

and incentives.

5-It clarifies all workers' capabilities, abilities, and

qualifications and places each worker in a position that

suits his abilities.

6-Increase the bonds of cooperation and love between

workers and supervisors, open horizontal and vertical

communication channels in the facility or organization,

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and thus break the traditional barriers existing at

different administrative levels.

7- Providing an accurate picture of the different

positions of employees within the facility, which

constitutes a turning point for conducting realistic

applied studies on the conditions and problems of

employees and their performance levels in the future.

8-Eliminating nepotism, personal knowledge, and

crooked methods by unifying the standards and laws

governing promotion or salary increase and the various

controls governing reward and punishment in the

institution or department.

9- Creating an atmosphere of fair competition among

all employees, because the higher the employee's

performance, the greater his chances of progress and

advancement in the administrative ladder or the revival

of his material and moral conditions.

10- Know the amount of production and quantity of

each department of the facility and the conditions of

the different departments in an accurate and detailed

manner for every small and large thing. This is for

productive efficiency (Consistent) and continuous

follow-up to maintain an advanced level.

11- Providing accurate information to the senior

management in the facility or institution about all the

conditions and levels of performance, as well as the

problems and difficulties within the departments of

the facility, in order to develop future plans that will

solve these problems and improve the conditions of

the facility and its employees. Different social

organizations rarely seek to achieve the previous goals.

2-4 Indicators of measuring outstanding performance.

The researcher believes that studying and measuring

performance faces many challenges represented by

the variation of the concept and its measurement

indicators based on the variation of the goals of

organizations and their nature and the difference in

the goals of the parties associated with them, which

requires determining the type of appropriate measures

that can be used to measure performance and

determining their importance and the sources of

information approved in the measurement and how to

integrate different measurements to provide a true

picture of the organization. Therefore, researchers

differ in their determination of performance

measurement indicators. Below is a group of the most

used indicators in measuring performance: 1- Financial

scale. These are useful measures when comparing the

previous ones for a more extended period, i.e., with

what has happened and what is currently present. They

are among the most widely used measures to measure

the profitability of the organization, as some of these

measures are used together to give the organization a

clear picture of its performance during the current

year, including: (earnings per share, return on sales, to

measure the organization's performance in terms of

the rate of return on equity, and the rate of return on

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investment), which is the most widely used about

profits. Despite the widespread use of this measure, it

needs some advantages, including differences in

methods of calculating (depreciation, differences in

evaluating fixed assets, and differences in methods of

updating accounts) Faraj, 2009: 62-63). 2- Human

resources measure. These measures are characterized

by a high degree of objectivity, including (individual

productivity, research and development expenses, and

development and training expenses for each

individual), and they are criticized for determining

success measures. Some find that business

development is the basic measure of success, while

others find that individual productivity is the basic

measure (Faraj, 63-62: 2009, Al-Ani, 55: 2002). 3-

Marketing measure. Marketing measures such as:

(sales volume and market share) are measures that are

consistent with the ability to measure organizational or

organizational performance, and the degree of market

superiority that the product reaches is a primary

measure of organizational performance. They are

criticized for the difficulty of determining the best

measure of market share performance, in addition to

the fact that these measures show the organization's

performance within the organization (Faraj, 63-62:

2009).

4- The scale of the quality of the organization's

transformation.

The transformation processes implemented by the

organization were divided into adaptive specialization,

which is the process of raising the level of compatibility

between the organization and its environment, and

adaptive design, which focuses on investing the

organization's net surplus resources to increase the

level of the organization's ability to adapt in unstable

environments, which is necessary for the organization

to ensure long-term survival (Faraj, 63-62: 2009, Al-

Jabawi, 37: 2002).

Third: The relationship between strategic thinking and

distinguished performance.

Many business organizations suffer from stumbling in

their steps and programs towards expansion and

growth

and

achieving

satisfactory

rates

of

distinguished performance. Some of them even exit

the business environment out of fear of change, the

obsolescence of the activities and outputs of others,

and other manifestations of failure, which are, in fact,

natural results of what is called the absence of

strategic thinking. In the era of global challenges,

strategic thinking is a more prosperous and creative

way of dealing with the main issues and opportunities

facing the organization through which it operates.

Therefore, strategy for business organizations is no

longer just an annual task that is implemented as part

of the strategic thinking process; instead, it combines

many factors related to the external environment, the

company's objectives, and human resources. This

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statement seems easy, but in reality, implementation is

different because organizations face a lot of

complexity and because strategic thinking can be

expressed as (the most successful strategy that the

organization

can

formulate

and

implement).

Therefore, we find Roger Kaufman, who explained that

advanced thinking that focuses on the organization

through which the organization operates, and

combines internal and external factors when planning

for the future of the organization (Tawfiq, 2005: 72) is

the fundamental essence of the leader's daily work. It

also represents the work that requires the leader to

move from the present to the future so that he (and his

organization) are one step ahead of others. However,

strategy formulation requires specific skills, such as

strategic thinking skills. Strategic thinking, or what can

be called vital thinking and strategic performance,

provides many alternatives for identifying or solutions

to treat the manifestations above of dysfunction. In

addition, it offers future directions and decisions that

ensure achieving satisfactory performance levels for

organizations. Business, by increasing the ability to

discover strategic opportunities

existing in the transitional market and elevating your

thinking from short-term profit to long-term value and

how to classify

the set of vague information accumulated so that you

can focus on the most critical strategic matters and

how to use thinking tools in different situations and

different contents and thus diagnose the impact of

types of environments on the work of the organization

because

strategic thinking is a mental model that has a definite

impact on our behavior and this model must

encompass all the variables that explain how the world

around us works (Muhammad, (2002:55).

The Third Section

The Practical Framework

the statistical descriptive analysis of the research

variables is done through statistical tools such as the

arithmetic mean

and standard deviation, regression, correlation, and

influence relationships for the independent and

dependent research variables, as well as testing

the hypotheses. And through the following

paragraphs:

First: Descriptive statistics for the sample.

The research sample included several managers,

department heads, and divisional officials at Rafidain

Bank, Al-Jisr Branch 103

and Al-Rasheed Hilla/5. Table (2) shows the

characteristics of the research sample from the

analysis of the questionnaire paragraphs.

1-Gender.

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It is clear from Table (2) that the first characteristic,

which is gender, is that the number of males reached

(14) at a rate of 46%, while the number of females

reached (16) at a rate of 53%, which means an increase

in the number of females in the sample.

2- Educational qualification.

Table (2) shows that the second characteristic is the

academic qualification, which is distributed into

categories as follows: The first category (diploma or

less) had a sample of (11) individuals, representing 36%,

the second category (bachelor's) had a sample of (17)

individuals, representing 56%, the third category:

(master's) had a sample of (2) individuals, representing

6%, and the fourth category: (doctorate) (none). The

second category (bachelor's) has the highest

percentage, reaching (56%), so the higher the job

qualification, the higher the level of awareness of

strategic

thinking

for

distinguished

banking

performance.

- Age group.

It is clear from Table (2) that the third characteristic,

which is the age group, was distributed among the

categories as follows: The first category was less than

(30) years old, and the number of sample individuals in

it was (4) and a percentage of 13%, and the second

category: (40-31) years old, and the number of sample

individuals in it was (14) and a percentage of 46%, and

the third category:) 50-41) years old, and the number of

sample individuals in it was (5) and a percentage of 16%

and the fourth category: (51- and over) years old, and

the number of sample individuals in it was (7) and a

percentage of 23%, and the fourth category (60-51)

years old is the highest percentage, which amounted

to (23%).

4- Years of practical experience:

It is clear from Table (2) that the fifth characteristic,

which is years of practical experience, was distributed

among the categories as follows:

In the first category (1-5) years, the number of sample

individuals was (5) at a rate of 16%, and in the second

category (6-10) years, the number of sample individuals

was (8) at a rate of 26%, and the third category: (11-15)

years, and the number of sample individuals was ((7 at

a rate of 23%, and the fourth category (16- and over)

years and the number of sample individuals was (10) at

a rate of 33%, and the fourth category (16- and over)

years is the highest percentage, which amounted to

33%. Description of sample characteristics (2) Table:

N.

Property

Indicators

Numbers

Percentage

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1

Gender

Male

14

46

%

Female

16

53

%

Total

30

99

%

2

Educational
Qualification

Total

Age Group

Diploma

below

11

36

%

Bachelor

17

56

%

Master

2

6

%

PhD

-

30

98

%

3

Total

Years of Work
Experience

Less than 30

4

13

%

31

-

40

14

46

%

41

-

50

5

16

%

51- and over

7

23

%

Property

30

98

%

4

Gender

Total

Educational
Qualification

1-5 years

5

%16

6

-

10

8

26

%

11

-

15

7

23

%

16- and over

10

33

%

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30

98

%

Second: Description and diagnosis of research variables

This research deals with presenting the data shown by

the questionnaire and analyzing the sample responses

regarding (dimensions of strategic thinking and

outstanding performance), where tables were

prepared for the research variables and adopted for

the statistical analysis process to obtain the weighted

arithmetic means, standard deviations, and the highest

and lowest values to know the intensity of the

achieved response from the point of view of the

sample individuals. The hypothetical arithmetic mean

of (3) was adopted as an average measuring and

evaluating tool for the degree related to the responses

of the sample individuals. Note that the hypothetical

arithmetic mean of (3) is the result of adding the

percentages from the five-rank scale of (15) divided by

the number of ranks of (5).

1- Description and analysis of the opinions of the

research sample for the independent variable

(strategic thinking): (X).

In this paragraph, the opinions of the research sample

will be described and analyzed regarding the

dimensions of strategic thinking as follows:

A- Analysis of the views of the sample related to

foresight.

It is clear from Table (3) that the weighted arithmetic

mean of the foresight dimension reached (253.4) with

a standard deviation of (0.761). The weighted

arithmetic mean was found to be more significant than

the hypothetical arithmetic mean of (3). This indicates

a clear interest in the foresight dimension by the

members of the research sample because it is one of

the essential dimensions of strategic thinking for

achieving distinguished performance in the bank. The

highest value of the mean in paragraph X1 reached

(400.4). X1 ranked first in the opinions of the sample,

which indicates the keenness and interest of the bank

in extrapolating the future towards developing

strategies in the long term. The highest value of the

weighted average X1 was (000.5), and the lowest value

of the weighted average X1 was (000.3), while the

lowest value of the average for the sample opinions

related to this dimension was in paragraph X5 at

(900.3). The highest value of the weighted average X5

was (000.5), and the lowest value of the weighted

average X5 was (000.2), and it ranked fifth. This means

the bank is not interested in formulating multiple

scenarios to face future possibilities. The rest of the

paragraphs ranged between these two levels above-

table (3) Analysis of the sample opinions on the

foresight dimension.

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The

Symbol

Paragraphs

Arithmetic

Mean

Standard

Deviation

Highest

Value

Minimum

Value

Arrangement

X1

Foreseeing the future

towards developing long-

term strategies.

400

.

4

700

.

0

000

.

5

000

.

3

1

X2

Identifying opportunities to

be able to seize them.

266

.

4

739

.

0

000

.

5

000

.

3

4

X3

Belief that learning from the

present and creating

knowledge enables us to

communicate with the

future. To face potential

environmental changes

333

.

4

758

.

0

000

.

5

000

.

3

X4

Paying attention to strategic

issues and following up on

changes in the external

environment and their

impact on banking

operations.

366

.

4

764

.

0

000

.

5

000

.

3

2

X5

Working on formulating

multiple scenarios to be able

to face future possibilities

900

.

3

844

.

0

000

.

5

000

.

2

5

General average

253

.

4

761

.

0

Source: Prepared by the researcher according to the computer results using the 16.

Spss program.

B- Analysis of the sample's opinions related to

systematic thinking.

It is clear from Table (4) that the weighted arithmetic

mean for the dimension of systematic thinking reached

(079.4) with a standard deviation of (860.0). The

weighted arithmetic mean was found to be greater

than the hypothetical arithmetic mean of (3). This

indicates a clear interest in the dimension of systematic

thinking by the research sample members because it is

one of the essential dimensions of strategic thinking

for achieving distinguished performance in the bank.

The highest average value for the sample's opinions

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related to this dimension was in paragraph X6 and

paragraph X8 by (266.4), and each ranked first. This

means there is an agreement in the bank's view of the

paragraphs of this dimension, which is the

comprehensive view of how change occurs in the

surrounding environment, and considering how the

bank's various departments affect how the goals are

achieved, and competition is encouraged. The highest

value of the weighted average in paragraph X6 and

paragraph X8 was (000.5). The lowest value of the

weighted average in paragraph X6 and paragraph X8

was between (000.2-000.3), while the lowest value for

the sample's opinions related to this dimension was in

paragraph X10 at (700.3). The highest value of the

weighted average X10 was (000.5), and the lowest

value of the weighted average X10 was (000.1). It

ranked fourth in the sample's opinions. This also

indicates the bank's lack of interest in analyzing the

problem by looking at its parts, not at its combined

causes and trying to sense the critical changes in the

organization's environment-table (4) Analysis of the

sample's opinions on the dimension of systemic

thinking.

The

sym

bol

Paragraphs

Arithmeti

c mean

Stand

ard

deviati

on

Highest

value

Mini

mum

value

Arran

geme

nt

X6

A comprehensive view of how change
occurs in the surrounding environment

.

266

.

4

739

.

0

000

.

5

000

.

2

1

X7

Considering the hierarchy, objectives of
the bank, specialization and formal
relationships when looking at problems
related to work

033

.

4

927

.

0

000

.

5

000

.

2

3

X8

Considering how the different departments
of the bank affect the way in which goals
are achieved and encouraging competition

266

.

4

691

.

0

000

.

5

000

.

3

1

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X9

Considering the levels of interdependence
and mutual influence between the tasks
required to be accomplished

.

133

.

4

860

.

0

000

.

5

000

.

2

X10

Analyzing the problem by looking at its
parts rather than its combined causes and
trying to sense the important changes in
the organization's environment

700

.

3

086

.

0

000

.

5

000

.

1

4

Overall average

079

.

4

860

.

0

Source: Prepared by the researcher according to the computer results using the 16.

Spss program.

C- Analysis of the sample opinions related to nonlinear

thinking

It is clear from Table (5) that the weighted arithmetic

mean for the dimension of nonlinear thinking reached

(971.3) with a standard deviation of (994.0). The

weighted arithmetic mean was found to be greater

than the hypothetical arithmetic mean of (3). This

indicates that there is a clear interest in the dimension

of nonlinear thinking by the members of the research

sample in the bank by the managers because it is one

of the essential dimensions in strategic thinking in

achieving distinguished performance in the bank. The

highest value of the average for the sample opinions

related to this dimension was in paragraph X14 at

(366.4). It ranked first in the sample opinions. This

indicates the bank's interest in it because the most

critical factor in making change is knowing the goals

and facts based on the change. The highest value of the

weighted average reached (000.5), and the lowest

value of the weighted average reached (000.1), while

the lowest value of the average for the sample

opinions related to this dimension was In paragraph

X12, by (566.3), it ranked fifth in the sample's views,

which indicates the bank managers' lack of interest

based on feelings and a sense of general

circumstances-table (5) Analysis of the sample's

opinions on the dimension of nonlinear thinking.

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X11

I rely on logic when making financial decisions

000

.

4

050

.

1

000

.

5

000

.

2

3

X12

I rely on my feelings and sense of general

circumstances

566

.

3

278

.

1

000

.

5

000

.

1

5

X13

I care about quantitative measures when making

decisions such as budget reserves and future

profits

133

.

4

973

.

0

000

.

5

000

.

2

X14

The most important factor in making change is

knowing the goals and facts on which the change is

based

366

.

4

718

.

0

000

.

5

000

.

2

1

X15

The most important factor in making change is

feeling that the change is right for me.

000

.

4

909

.

0

000

.

5

000

.

2

3

X16

What is the impact of these variables on your

behavior when making decisions such as facts,

feelings, rationality, consistency with documents,

intuition.

766

.

3

040

.

1

000

.

5

000

.

1

4

Overall average

971

.

3

994

.

0

Source: Prepared by the researcher based on computer results using the 16.SPSS

program.

D- Analysis of the sample's opinions related to thinking

about time.

It is clear from Table (6) that the weighted arithmetic

mean of the dimension of thinking about time reached

(624.3) with a standard deviation of (000.1). The

weighted arithmetic mean was found to be greater

than the hypothetical arithmetic mean of (3). This

indicates that there is a clear interest in the dimension

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of thinking about time by the members of the research

sample in the bank by the managers because it is one

of the essential dimensions in strategic thinking in

achieving distinguished performance in the bank. The

highest value of the average for the sample opinions

related to this dimension was in paragraph X17 by

(100.4). It ranked first in the sample opinions. This

indicates the interest of the bank managers in taking

into account past events when determining the vision

for the bank's future. The highest value of the

weighted average reached (000.5), and the lowest

value of the weighted average reached (000.1), while

the lowest value of the average for the sample

opinions related to this dimension was in paragraph

X12 by (966.2). It ranked fourth in the sample opinions.

This indicates the lack of interest of the bank

managers, and I believe that the best knowledge in the

past does not help one look towards the future-table

(6) Analysis of the sample's opinions about the

dimension of thinking about time.

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X17

Considering past events when setting a vision for
the future of the bank

100

.

4

028

.

1

000

.

5

000

.

2

1

X18

I believe that the best knowledge of the past does
not help in looking towards the future.

966

.

2

764

.

0

000

.

4

000

.

2

4

X19

Considering how the different departments of the
bank affect the way in which the goals are
achieved.

900

.

3

959

.

0

000

.

5

000

.

2

X20

Identifying the variables that will affect the
activities of employees in the future.

533

.

3

252

.

1

000

.

5

000

.

1

3

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Overall average

624

.

3

000

.

1

Source: Prepared by the researcher based on computer results using the SPSS 16

program.

E-

Analysis of the sample’s opinions regarding

participation.

It is clear from Table (7) that the weighted arithmetic

mean of the participation dimension reached (455.3)

with a standard deviation of (022.1). The weighted

arithmetic mean was found to be greater than the

hypothetical arithmetic mean of (3). This indicates that

there is a clear interest in the participation dimension

by the research sample members in the bank by the

managers because it is one of the essential dimensions

of strategic thinking for achieving distinguished

performance in the bank. The highest value of the

average for the sample opinions related to this

dimension was in paragraph X26 by (833.3). It ranked

first in the sample opinions. This indicates that the bank

managers believed that the development of work

mechanisms and the needs of beneficiaries are factors

that affect the participation process. The highest value

of the weighted average reached (000.5), and the

lowest value of the weighted average was (000.1),

while the lowest value of the average for the sample

opinions related to this dimension was in paragraph

X21 by (133.3). It ranked fifth in the sample opinions.

This indicates the lack of interest of the bank managers

in believing that participation is a method that loses.

The bank is superior to other banks (7)-analysis of the

sample’s opinions on the participation dimension.

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X21

I think that participation is a method that makes

the bank lose its superiority compared to other

banks

133

.

3

252

.

1

000

.

5

000

.

1

5

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X22

I feel that the difficulty of managing the

relationship with partners reduces the imposition

of alliances with banks with other banks

433

.

3

006

.

1

000

.

5

000

.

2

3

X23

Participation has become a strategic option to

increase the bank's competitiveness

200

.

3

095

.

1

000

.

5

000

.

1

4

X24

The legal environment is an obstacle to

participation operations

566

.

3

935

.

0

000

.

5

000

.

2

X25

The bank is working to enhance its capabilities in

terms of risk management through participation

566

.

3

971

.

0

000

.

5

000

.

2

X26

I think that the development of work mechanisms

and the needs of beneficiaries are factors that

affect the participation process

833

.

3

874

.

0

000

.

5

000

.

2

1

Overall average

455

.

3

022

.

1

Source: Prepared by the researcher based on computer results using the SPSS 16

program

2- Description and analysis of the opinions of the

research sample regarding the dependent variable

(outstanding performance): (Y).

It is clear from Table (8) that the weighted arithmetic

mean for outstanding performance reached (983.3)

with a standard deviation of (975.0). The weighted

arithmetic mean was found to be greater than the

hypothetical arithmetic mean of (3). This indicates that

there is a clear interest in outstanding performance by

the members of the research sample in the bank by the

managers, as it is an essential matter in banks that care

about achieving outstanding performance. The highest

average value for the sample opinions related to

exceptional performance in paragraph Y2 amounted to

(266.4) and ranked first in the sample opinions. This

indicates that the bank managers care that the senior

management accomplishes the job tasks according to

quality standards. The highest value of the weighted

average reached (000.5), and the lowest value reached

(000.1). In contrast, the lowest value of the average for

the sample opinions related to outstanding

performance in paragraph Y7 amounted to (600.3). It

ranked ninth in the sample opinions. This indicates the

bank managers' lack of interest in an effective system

for evaluating outstanding performance, which is

evaluated periodically and effectively. Table (8)

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Analysis of sample opinions on exceptional

performance

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Y1

The bank's management performs its

work with the required efficiency and

effectiveness

.

100

.

4

956

.

0

000

.

5

000

.

1

3

Y2

Senior management accomplishes job

tasks according to quality standards

266

.

4

784

.

0

000

.

5

000

.

2

1

Y3

The bank's management has the

readiness, willingness and desire to

work outside of official working hours

in order to quickly complete the work

required of them

966

.

3

889

.

0

000

.

5

000

.

2

6

Y4

The bank's management has the

ability to solve work problems

000

.

4

946

.

0

000

.

5

000

.

2

5

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Y5

The bank's management improves the

ability to act in critical situations

033

.

4

988

.

0

000

.

5

000

.

2

4

Y6

The bank's management has sufficient

readiness to bear responsibility

033

.

4

808

.

0

000

.

5

000

.

3

4

Y7

There is an effective system for

evaluating outstanding performance

and outstanding performance is

evaluated periodically and effectively

600

.

3

275

.

1

000

.

5

000

.

1

9

Y8

The management develops their

performance and skills continuously

700

.

3

207

.

1

000

.

5

000

.

1

8

Y9

The management has the skill of

communicating well with others

933

.

3

112

.

1

000

.

5

000

.

1

7

Y10

The management adheres to work

rules and procedures

200

.

4

886

.

0

000

.

5

000

.

2

Overall average

983

.

3

975

.

0

Source: Prepared by the researcher based on computer results using the SPSS 16

program.

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Third: Analysis of the correlation between the research

variables and testing the hypotheses.

Table (9) shows the correlation between the first

independent variable of the strategic thinking

dimensions (M1 Foresight) and the dependent variable

(Y1), which confirms that the bank's management is

performing its work with the required efficiency and

effectiveness. The Spearman correlation coefficient

reached (0.196), indicating a weak positive correlation

between the two variables and is not statistically

significant. Table (9) also shows the correlation

between the first independent variable of the strategic

thinking dimensions (M1 Foresight) and the dependent

variables (Y2), ((Y3, ((Y4, and (Y5), as the correlation

coefficients reached (.359 0), (.330 0), (.273 0), and

(.233 0), respectively. This indicates a weak and

insignificant correlation between the independent

variable, Foresight, and these dependent variables.

Table (9) shows that there is a correlation between the

first independent variable of the strategic thinking

dimensions (M1 Foresight) and the dependent variable

(Y6), which confirms that the bank's management is

prepared Sufficient to bear responsibility, as the

correlation coefficients reached (.458*0), which

indicates a strong correlation with a significance level

of (.05). It is also clear that there is a correlation

between the first independent variable of the

dimensions of strategic thinking (M1 Foresight) and the

dependent variable (Y9), which confirms that

management has the skill of good communication with

others. The correlation coefficients reached (.436*0),

which indicates a strong correlation with a significance

level of (.05). As for the rest of the dependent

variables, which are (Y7), (Y8), and (Y10), the

correlation between them and the independent

variable (M1 Foresight) was a positive sample and not

significant through the correlation coefficient (.252 0),

(.344 0), and (.353 0), respectively. The analysis also

showed that there is a correlation between the first

independent variable of the strategic thinking

dimensions (M1 Foresight) and the general average of

the outstanding performance variables, as the

Spearman correlation coefficient reached (364*.0)

with a significance level of (05.0). On this basis, the null

hypothesis is rejected, and the alternative hypothesis

is accepted, which states a correlation between the

independent

variable,

Foresight,

and

some

outstanding performance variables in the banks in the

research sample. Table (9) also shows a correlation

between the second independent variable of the

strategic thinking dimensions (M2 System Thinking)

through its paragraphs and the dependent variable,

outstanding performance, as a strong positive

correlation was found between system thinking and all

outstanding performance variables with statistical

significance and a significance level ranging between

(05.0) and (01.0). This means that the bank

management is interested in the independent variable

of

system

thinking

to

achieve

outstanding

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performance. The average correlation coefficient

between these variables reached (.633** 0) with

statistical significance and a significance level (01.0).

On this basis, the null hypothesis is rejected, and the

alternative hypothesis is accepted, which states that

there is a correlation relationship between the

independent variable, systemic thinking, and the

variables of outstanding performance in the banks of

the research sample. Table (9) Analysis of the

correlation relationships between the independent

and dependent variables.

y

y1

Y2

Y3 y4 y5

y6

y7

y8 y9 y10 m

M1

0.196 0.359 0.330 0.273 0.233 0.458* 0.252 0.344

0.436

*

0.353

0

.

364

*

m2

0.639

**

0.364

*

0.495*

*

0.459

*

0.486*

*

0.548**

0.636*

*

0.523

**

0.480

**

0.503*

*

0.633

**

m3

0.763

**

0.649

**

0.614*

*

0.587

**

0.545*

*

0.620**

0.689*

*

0.594

**

0.587

**

0.563*

*

0.768

**

m4

0.533

**

0.356 0.387*

0.380

*

0.371* 0.462*

0.563*

*

0.374

*

0.221 0.299

0.492

**

m5

0.593

**

0.379

*

0.371* 0.323 0.354 0.624**

0.621*

*

0.733

**

0.565

**

0.617*

*

0.631

**

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

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Table (9) reveals a significant correlation between the

third independent variable of the dimensions of

strategic thinking (M3 nonlinear thinking) and the

dependent variable of outstanding performance. This

strong positive correlation, with a statistical

significance level of (0.01), underscores the

importance of nonlinear thinking in achieving

outstanding performance in banks. The average

correlation coefficient between these variables

reached (0.768**), further emphasizing the profound

impact of strategic thinking on performance.

Based on the data, the null hypothesis is decisively

rejected, and the alternative hypothesis is accepted.

This acceptance confirms the correlation between the

independent variable of systematic thinking and all

variables of outstanding performance in the banks of

the research sample, reinforcing the significance of the

research findings.

In addition, Table (9) shows a correlation between the

fourth independent variable of the dimensions of

strategic thinking (M4 thinking in time) through its

paragraphs and the dependent variable of outstanding

performance, as a relationship was found. There is a

strong positive correlation between thinking about

time and all variables of exceptional performance with

statistical significance and a significance level ranging

between (05.0) and (01.0). This means that the bank

management is interested in the independent variable,

thinking about time to achieve outstanding

performance. The average correlation coefficient

between these variables was (.492** 0) and was

statistically significant with a significance level of

(01.0). On this basis, the null hypothesis is rejected, and

the alternative hypothesis is accepted, which states

that there is a correlation between the independent

variable thinking about time and all variables of

outstanding performance in the banks of the research

sample. Table (9) also shows a correlation between the

fifth independent variable of the dimensions of

strategic thinking (M5) participation through its

paragraphs and the dependent variable, distinguished

performance, as a strong positive correlation was

found between involvement and all distinguished

performance variables with statistical significance and

a significance level ranging between (05.0) and (01.0).

This means that the bank management is interested in

the independent variable participation to achieve

distinguished performance. The average correlation

coefficient between these variables reached (0.631**)

and is statistically significant and at a significance level.

Building on the rejection of the null hypothesis, the

acceptance of the alternative hypothesis further

solidifies the correlation relationship with the

independent variable of participation and all

distinguished performance variables in the banks of

the research sample. This acceptance marks a

significant step forward in our understanding of the

impact of strategic thinking on performance.

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Finally, the first central hypothesis is rejected, which

states that there is no relationship between the

independent variable strategic thinking and some

distinguished performance variables in the banks of

the research sample.

Fourth: Analysis of the impact of the independent

variables on the dependent variables and testing the

hypotheses:

Table (10) shows an analysis of the impact of the

independent variable Strategic thinking in the

dependent variable, distinguished performance, as it

appears in the effect of the independent variables

represented by the dimensions of strategic thinking

(M1-M5) on the dependent variable (distinguished

performance (Y), as the value of the coefficient of

determination (R2) reached (0.657), which means that

(65%) of the changes that occurred in the dependent

variable Y are caused by the independent variables

mentioned above. The rest of the effect is caused by

other unknown factors not addressed in the research.

It is also noted from Table (10) that the calculated (F)

value extracted from the (ANOVA) table reached

(9.206**) with a significance level of (0.01), indicating

that the form of the relationship was acceptable, as

was the value of (t) for the dimensions of the model, as

its value for the variable nonlinear thinking ((M3

((3.291**) indicating a statistically significant effect

with a significance level of (0.01). The Table also shows

a substantial effect for the independent variable

participation (M5) (2.171*), indicating a statistically

significant impact with a significance level of (0.05),

which means the importance of the independent

variables in their effect on the dependent variable,

outstanding performance. The values of (B) reached

(0.036 0, 0.077 0, -0.052, 0.574, 0.303 0) for the

independent variables, respectively, which means the

amount of the slope in The model as shown in Table

(10). The value of the constant (a) indicates the value

of the dependent variable (Y) when the value of the

independent variable is equal to zero. Since the

constant (a) value was equal to (-0.525), as shown in

the Table, the outstanding performance value equals

zero.

On this basis, the second sub-hypothesis regarding the

absence of a significant effect of the independent

variables represented by the dimensions of strategic

thinking on outstanding performance is rejected, and

the alternative hypothesis is accepted, which proves

the relationship of some dimensions of strategic

thinking in exceptional performance.

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Table (10) The effect of the independent variable strategic thinking on the dependent variable outstanding

performance.

Source: Prepared by the researcher according to the results of the computer using the

program 16. SPSS

Section Four

Conclusions and Recommendations

CONCLUSIONS

This section is dedicated to presenting the most

significant conclusions derived from the research, both

on the theoretical front and from the results of the

statistical analysis conducted in the applied aspect of

Dependent variable: Outstanding performance

(Y)

Independent

variable:

strategic thinking (X)

B

A

T

F

R

2

VAR

0.036

-0.525

0.263

9.206**

0.65

7

m1

Foresight

0.077

0.432

m2

Systems
Thinking

0.574

3.291

**

m3

Nonlinear
Thinking

-

0.052

-

0.367

-

m4

Thinking about
time

0

.303

2.171

*

m5

Share

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the research. These findings hold substantial

importance and relevance to the field of banking and

strategic management.

1- The research has provided a scientific and applied

framework for the research variables, namely the

independent variable of strategic thinking dimensions

and the dependent variable of outstanding

performance.

This

framework

has

practical

implications for the banking industry, shedding light on

the relationship and influence between these variables

in real-world scenarios.

2- It has become clear that strategic thinking has

become a necessity today rather than an option among

a group of strategic options facing the organization in

the foresight dimension, confirming that the bank's

management needs to be more ready to bear

responsibility. The highest value of the foresight

variable was reached in extrapolating the future

toward developing strategies in the long term, and this

indicates a strong correlation between the first

independent variable and the dependent variable.

3- The integrated view of strategic thinking through

the two approaches (scientific and creative) makes it a

fundamental supporter in developing the mental and

creative capabilities of senior management in

government banks in the long term, as it is a creative

process that depends on analysis, synthesis,

prediction, and anticipation of the future. Analytical

thinking requires a high degree of analytical skills, and

this indicates a correlation between the second

independent variable of the dimensions of strategic

thinking and the dependent variable. On this basis, the

null hypothesis is rejected, and the alternative

hypothesis is accepted, which states that there is a

correlation between the independent variable,

systematic thinking, and the variables of outstanding

performance in the banks of the research sample. 4-

Nonlinear thinking contributes to stimulating the

decision-makers awareness of the expectation of

discontinuity and sudden changes, which is directly

reflected in activating thinking with more than one

possibility for the future, as nonlinear thinking

contributes directly to creating a high sense of

dynamism in the banking work environment, and the

constant search for alternatives that enable these

banks to grow and break the stagnation. This also

indicates a correlation between the third independent

variable of the dimensions of strategic thinking and the

dependent variable, outstanding performance. 5- The

government banks in the research sample are

experiencing their worst conditions regarding

outstanding performance, which the researcher

noticed during the study period in those banks. Here,

thinking about time emerges as an essential factor in

formulating multiple scenarios compatible with the

nature of the challenges in the Iraqi banking

environment, as a strong positive correlation was

Volume 04 Issue 10-2024

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American Journal Of Social Sciences And Humanity Research
(ISSN

–

2771-2141)

VOLUME

04

ISSUE

10

P

AGES

:

190-231

OCLC

–

1121105677

Publisher:

Oscar Publishing Services

Servi

found between thinking about time and all variables of

outstanding performance.

6-Participation is considered an umbrella and

framework for the concepts of value, ethics, and social

responsibility. By enhancing the participation

approach, Iraqi government banks can achieve their

main goal, which is economic and social development.

This indicates that a strong positive correlation was

found between the participation dimension and all

variables of outstanding performance.

7- This means that the results of the correlation

hypotheses proved the existence of statistically

significant correlations between the independent and

dependent variables of the research, whether they

were individual or combined. Finally, the first central

hypothesis is rejected, which states that there is no

correlation between the independent variable of

strategic thinking and some variables of outstanding

performance in the banks in the research sample.

RECOMMENDATIONS

Through the conclusions reached by the research, a set

of recommendations was formulated that government

banks can

Consider developing the right strategies to achieve

outstanding performance.

1- The necessity of focusing on the dimensions and

variables of strategic thinking and benefiting from its

role in exploiting

resources towards developing an effective strategic

plan to define the features of banking work in the long

term in achieving

Distinguished performance in its field of work, being

able to compete and serve beneficiaries and adhering

to the Banking Law and the Central Bank of Iraq Law

requirements.

2- Seeking to enhance and raise the level of

management skills and expertise in the two banks by

establishing robust twinning arrangements with

Reputable foreign banks to improve their capabilities

and create more effective and modern banking

practices and services while meeting the need for

focused training inside and outside the work.

3- Ensuring a comprehensive system to measure

outstanding performance compared to the goals using

a clearly defined set of data and management reports

and an individual performance management system.

4- Benefit from the correlation and influence

relationship between variables to build a complete,

advanced, and flexible system for strategic thinking

By providing the necessary information and

mechanisms to achieve outstanding performance

Volume 04 Issue 10-2024

228

American Journal Of Social Sciences And Humanity Research
(ISSN

–

2771-2141)

VOLUME

04

ISSUE

10

P

AGES

:

190-231

OCLC

–

1121105677

Publisher:

Oscar Publishing Services

Servi

5- Rafidain and Rashid Banks should have a firm belief

in strategic planning for the information system to

support the implementation of the operational

strategy and ensure the growth of banking work in

achieving outstanding performance.

6-Use strategic thinking to improve the efficiency and

effectiveness of government banks and enhance their

performance and ways of achieving outstanding

performance.

7- Develop plans to reward departments with a

compensation plan to attract, retain, and motivate

managers and talents, thus developing a competitive

culture throughout the bank.

8- Train employees in the field of strategic thinking in

the context of banking work so that the two banks can

continue to achieve outstanding performance in

planning for the future and inform management of any

gaps in the basic skills of the two banks.

REFERENCES

First: The Holy Quran

Second: Arabic sources

1-

Tawfiq, Abdul Rahman, "The Leader and the

Manager in the Era of Globalization and Change,"

Giza,

Professional

Expertise

Center

for

Management, First Edition (BMIC), 2005.

2-

Al-Khafaji,

Ne'mah,

"Strategic

Thought

-

Contemporary Readings," First Edition, Dar Al-

Thaqafa for Publishing and Distribution, Amman,

2008.

3-

Al-Khafaji, Ne'mah, "Strategic Management -

Approaches, Concepts and Processes," Dar Al-

Thaqafa for Publishing and Distribution, Second

Edition, Amman, 2010.

4-

Al-Douri, Zakaria and Saleh, Ahmed, "Strategic

Thought and Its Implications for the Success of

Business Organizations - Readings and Research,"

Dar

Al-Yazouri

Scientific

Publishing

and

Distribution, First Edition, Amman, 2009.

5-

Al-Zahir, Na'im Ibrahim, "Strategic Management:

Concept, Importance and Challenges," Alam Al-

Kutub for Publishing and Distribution, First Edition,

Amman, Jordan, 2009. 6- Al-Ghalbi and Idris,

"Strategic

Management

–

An

Integrated

Methodological Perspective," Wael Publishing

House, First Edition, Amman, 2007.

6-

Al-Ghalbi and Idris, "Strategic Management

–

An

Integrated Methodological Perspective," Wael

Publishing House, Second Edition, Amman, 2008.

7-

Al-Qaryouti, Muhammad Qasim, "Principles of

Modern Marketing," Second Edition, Wael

Publishing, and Distribution House, Amman, 2001.

8-

Al-Mubarak, Masouma, "Leadership and Strategic

Thinking, the Road to the Future, a paper

presented to the Fourth Administrative Forum,

Volume 04 Issue 10-2024

229

American Journal Of Social Sciences And Humanity Research
(ISSN

–

2771-2141)

VOLUME

04

ISSUE

10

P

AGES

:

190-231

OCLC

–

1121105677

Publisher:

Oscar Publishing Services

Servi

Saudi Management Association: Saudi Arabia,

2006.

9-

-10 Ali Al-Salmi, "Distinguished Performance

Management," Dar Gharib for Publishing and

Distribution, First Edition, Cairo, Egypt, 2002.

10-

11- Abdul Aziz Jamil Mukhaimer, and others, "A

working paper presented to the symposium:

Measuring the institutional performance of

government

agencies",

27.

Cairo:

Arab

Organization for Administrative Development,

2000.

11-

12- Muhammad, Tariq Sharif, "Strategic Thinking

Patterns and Their Impact on Choosing the

Decision-Making Approach," Dar Al-Mutanabbi for

Publishing and Distribution, First Edition, Irbid,

2002.

12-

13- Muhammad Zuwaid Al-Otaibi, "The Road to

Excellence," Riyadh, First Edition, Arab House for

Printing and Publishing, 2003.

Third: Theses and Dissertations.

1-

Al-Jabawi, Hassanein Ali Abdul Muttalib, "The

Relationship between Some Dimensions of the

Organizational

Climate

Performance:

A

comparative field study of a sample of Iraqi

commercial banks, Higher Diploma in Banking

Management, College of Administration and

Economics/University of Baghdad, First Edition,

2000.

2-

Al-Saeedi, Ya'rab Adnan, "Scenario formulation

approach within the framework of the theories of

equilibrium and chaos," an applied study in a

sample of Iraqi ministries, PhD thesis, Business

Administration, College of Administration and

Economics, University of Baghdad, First Edition,

2008.

3-

Al-Ani,

Arej

Saeed

Khalil,

"Organizational

determinants and their impact on creativity and

organizational performance," a field study in a gas

filling company, Master's thesis in Business

Administration, College of Administration and

Economics/University of Baghdad, First Edition,

2002.

4-

Faraj, Walid Alaa, "The Relationship of Information

Technology to Business Reengineering and Their

Impact on Outstanding Performance, A Case Study

in Baghdad Soft Drinks Company / Mixed

Shareholding,"

Master's

Thesis,

Technical

Administrative College / Baghdad

a.

Technical Education Authority, First

Edition, 2009.

5-

Youssef, Bassam Abdul Rahman, "The Impact of

Information Technology and Intellectual Capital in

Achieving Outstanding Performance," A Survey

Study in a Sample of Colleges of Mosul University,

PhD Thesis in Business Administration / College of

Administration and Economics / Mosul University,

First Edition, 2007.

Volume 04 Issue 10-2024

230

American Journal Of Social Sciences And Humanity Research
(ISSN

–

2771-2141)

VOLUME

04

ISSUE

10

P

AGES

:

190-231

OCLC

–

1121105677

Publisher:

Oscar Publishing Services

Servi

Fourth: Periodicals.

1-

Hussein Siddiq, "Performance Evaluation in Social

Institutions", Damascus University Journal -

Volume 28 - First Issue, 2012.

2-

Saleh and others, "Diagnosing the Patterns of

Strategic Thinking in Senior and Functional

Management in a Sample of Private Joint Stock

Companies in Iraq," Arab Journal of Management,

25-1: (1) 2, 2010.

3-

Al-Naimi, Salah, "Specifications of the Strategic

Thinker in the Organization," Arab Journal of

Management: Issue No. 1 (1), Volume 23, 2003.

Fifth: Foreign Sources.

1-

Tavakoli, Judith Lawton, "Strategic thinking and

knowledge management", Handbook of Business

Strategy, Vol. 6 Iss: 1 pp.155

–

160, 2005 .

2-

Wiener, E, & Brown, A, Future Think: How to think

clearly in a time of change, prentice Hall, New York,

2006 .

3-

Liedtka, J, thinking can it be Taught, long range

planning, Vol. 31, No. 1. 1998 .

4-

Ghorbani, M& Kiani, B" The Relationship Between

Strategic Thinking Of Managers and Readiness for

Strategic Transformation" ,Middle

–

East Journal of

ScientifcReserch,p.992-1002, 2012 .

5-

Harrison, Jeffrey ST& John Cargn H" Foundations

of Strategic Management",5

TH

ED, Cen gage

Learning, 2009 .

6-

Wells, Stuart "choosing the future",10th ed, Rout

Ledge, Pretend in The United States, 2012 .

7-

Banathy, B.H" Designing Social Systems In A

Changing World" By Plenum Press, New York and

London, 2005.

8-

Booth& Segon " A Stakeholders Perspective of

Strategic Formation" ,International Review of

Business Research Papers ,VOL.46. , NO.5., P.320-

334, 2008.

9-

Maccoby, M. "Successful Leaders Employ Strategic

Intelligence", RTM, Vol. (44), No. (30), May-June,

pp. (51-60), http://www.maccoby.com/, pp. (1-5) ,

2001.

10-

White, C. "Strategic Management" published by

PALGRAVE MACMILLAN, 2004.

11-

Source: Glassman A& Zell D& Duron S "Thinking

Strategically In Turbulent Time" by M.E Sharpe,

INC,P5, 2005.

12-

Lawrence, E. "Strategic Thinking" Prepared for the

Research Directorate, Policy, Research and

Communications

Branch,

Public

Service

Commission of Canada, 1999.

13-

paul pinto, " la performance durable", edition

Bound, Paris, p11, 2003.

14-

Mason, R.B " The external environment’s effect on

management and strategy A complexity theory

approach" Management Decision ,Vol. 45 No. 1, pp.

10-28, 2007.

Volume 04 Issue 10-2024

231

American Journal Of Social Sciences And Humanity Research
(ISSN

–

2771-2141)

VOLUME

04

ISSUE

10

P

AGES

:

190-231

OCLC

–

1121105677

Publisher:

Oscar Publishing Services

Servi

15-

Fink, Alexander &Oliver, Schlake. " Scenario

management

–

AT Approach for Strategic

Foresight", Joun Wiley &SonsInc, 2000.

16-

Costanzo, L .A.& MacKay ,R.B" Handbook of

Research on Strategy and Foresight" Edward Elgar

Publishing, 2008.

17-

Torset, C. “Strategic Thinking:

Why, What and

How? AnOrganizational Organizational Model of

Strategic , 2001.

References

First: The Holy Quran

Second: Arabic sources

- Tawfiq, Abdul Rahman, "The Leader and the Manager in the Era of Globalization and Change," Giza, Professional Expertise Center for Management, First Edition (BMIC), 2005.

- Al-Khafaji, Ne'mah, "Strategic Thought - Contemporary Readings," First Edition, Dar Al-Thaqafa for Publishing and Distribution, Amman, 2008.

- Al-Khafaji, Ne'mah, "Strategic Management - Approaches, Concepts and Processes," Dar Al-Thaqafa for Publishing and Distribution, Second Edition, Amman, 2010.

- Al-Douri, Zakaria and Saleh, Ahmed, "Strategic Thought and Its Implications for the Success of Business Organizations - Readings and Research," Dar Al-Yazouri Scientific Publishing and Distribution, First Edition, Amman, 2009.

- Al-Zahir, Na'im Ibrahim, "Strategic Management: Concept, Importance and Challenges," Alam Al-Kutub for Publishing and Distribution, First Edition, Amman, Jordan, 2009. 6- Al-Ghalbi and Idris, "Strategic Management – An Integrated Methodological Perspective," Wael Publishing House, First Edition, Amman, 2007.

- Al-Ghalbi and Idris, "Strategic Management – An Integrated Methodological Perspective," Wael Publishing House, Second Edition, Amman, 2008.

- Al-Qaryouti, Muhammad Qasim, "Principles of Modern Marketing," Second Edition, Wael Publishing, and Distribution House, Amman, 2001.

- Al-Mubarak, Masouma, "Leadership and Strategic Thinking, the Road to the Future, a paper presented to the Fourth Administrative Forum, Saudi Management Association: Saudi Arabia, 2006.

- -10 Ali Al-Salmi, "Distinguished Performance Management," Dar Gharib for Publishing and Distribution, First Edition, Cairo, Egypt, 2002.

- 11- Abdul Aziz Jamil Mukhaimer, and others, "A working paper presented to the symposium: Measuring the institutional performance of government agencies", 27. Cairo: Arab Organization for Administrative Development, 2000.

- 12- Muhammad, Tariq Sharif, "Strategic Thinking Patterns and Their Impact on Choosing the Decision-Making Approach," Dar Al-Mutanabbi for Publishing and Distribution, First Edition, Irbid, 2002.

- 13- Muhammad Zuwaid Al-Otaibi, "The Road to Excellence," Riyadh, First Edition, Arab House for Printing and Publishing, 2003.

Third: Theses and Dissertations.

- Al-Jabawi, Hassanein Ali Abdul Muttalib, "The Relationship between Some Dimensions of the Organizational Climate Performance: A comparative field study of a sample of Iraqi commercial banks, Higher Diploma in Banking Management, College of Administration and Economics/University of Baghdad, First Edition, 2000.

- Al-Saeedi, Ya'rab Adnan, "Scenario formulation approach within the framework of the theories of equilibrium and chaos," an applied study in a sample of Iraqi ministries, PhD thesis, Business Administration, College of Administration and Economics, University of Baghdad, First Edition, 2008.

- Al-Ani, Arej Saeed Khalil, "Organizational determinants and their impact on creativity and organizational performance," a field study in a gas filling company, Master's thesis in Business Administration, College of Administration and Economics/University of Baghdad, First Edition, 2002.

- Faraj, Walid Alaa, "The Relationship of Information Technology to Business Reengineering and Their Impact on Outstanding Performance, A Case Study in Baghdad Soft Drinks Company / Mixed Shareholding," Master's Thesis, Technical Administrative College / Baghdad

a. Technical Education Authority, First Edition, 2009.

- Youssef, Bassam Abdul Rahman, "The Impact of Information Technology and Intellectual Capital in Achieving Outstanding Performance," A Survey Study in a Sample of Colleges of Mosul University, PhD Thesis in Business Administration / College of Administration and Economics / Mosul University, First Edition, 2007.

Fourth: Periodicals.

- Hussein Siddiq, "Performance Evaluation in Social Institutions", Damascus University Journal - Volume 28 - First Issue, 2012.

- Saleh and others, "Diagnosing the Patterns of Strategic Thinking in Senior and Functional Management in a Sample of Private Joint Stock Companies in Iraq," Arab Journal of Management, 25-1: (1) 2, 2010.

- Al-Naimi, Salah, "Specifications of the Strategic Thinker in the Organization," Arab Journal of Management: Issue No. 1 (1), Volume 23, 2003. Fifth: Foreign Sources.

- Tavakoli, Judith Lawton, "Strategic thinking and knowledge management", Handbook of Business Strategy, Vol. 6 Iss: 1 pp.155–160, 2005 .

- Wiener, E, & Brown, A, Future Think: How to think clearly in a time of change, prentice Hall, New York, 2006 .

- Liedtka, J, thinking can it be Taught, long range planning, Vol. 31, No. 1. 1998 .

- Ghorbani, M& Kiani, B" The Relationship Between Strategic Thinking Of Managers and Readiness for Strategic Transformation" ,Middle –East Journal of ScientifcReserch,p.992-1002, 2012 .

- Harrison, Jeffrey ST& John Cargn H" Foundations of Strategic Management",5TH ED, Cen gage Learning, 2009 .

- Wells, Stuart "choosing the future",10th ed, Rout Ledge, Pretend in The United States, 2012 .

- Banathy, B.H" Designing Social Systems In A Changing World" By Plenum Press, New York and London, 2005.

- Booth& Segon " A Stakeholders Perspective of Strategic Formation" ,International Review of Business Research Papers ,VOL.46. , NO.5., P.320-334, 2008.

- Maccoby, M. "Successful Leaders Employ Strategic Intelligence", RTM, Vol. (44), No. (30), May-June, pp. (51-60), http://www.maccoby.com/, pp. (1-5) , 2001.

- White, C. "Strategic Management" published by PALGRAVE MACMILLAN, 2004.

- Source: Glassman A& Zell D& Duron S "Thinking Strategically In Turbulent Time" by M.E Sharpe, INC,P5, 2005.

- Lawrence, E. "Strategic Thinking" Prepared for the Research Directorate, Policy, Research and Communications Branch, Public Service Commission of Canada, 1999.

- paul pinto, " la performance durable", edition Bound, Paris, p11, 2003.

- Mason, R.B " The external environment’s effect on management and strategy A complexity theory approach" Management Decision ,Vol. 45 No. 1, pp. 10-28, 2007.

- Fink, Alexander &Oliver, Schlake. " Scenario management –AT Approach for Strategic Foresight", Joun Wiley &SonsInc, 2000.

- Costanzo, L .A.& MacKay ,R.B" Handbook of Research on Strategy and Foresight" Edward Elgar Publishing, 2008.

- Torset, C. “Strategic Thinking: Why, What and How? AnOrganizational Organizational Model of Strategic , 2001.