Media Organization Managers’ Lived Experience of Strategic Thinking Through Decision-Making Strategy Development
DOI:
https://doi.org/10.61838/jilmt.61Keywords:
Strategic thinking, media organization, visionary thinking, improvisational thinking, resource thinkingAbstract
This study aimed to explore the lived experience of media managers regarding the components of strategic thinking and to develop a decision-making model based on thematic analysis. A qualitative exploratory design using grounded theory was employed. Data were collected through semi-structured interviews with 10 key media professionals, including managing editors, chief editors, and section heads from four major Iranian media organizations (Iran, Hamshahri, Jam-e Jam, Ettelaat). Participants were selected through purposive sampling until theoretical saturation was achieved. Data analysis proceeded through open, axial, and selective coding. Four principles from Bandhold and Lindgren’s seven strategic thinking principles (perspective thinking, time thinking, resource thinking, improvisational thinking) formed the basis of the interview protocol. Analysis yielded 102 indicators across five core components: strategic thinking, perspective thinking, time thinking, resource thinking, and improvisational thinking. The most influential elements in strategic thinking were flexibility, a clear core ideological line, and nondiscrimination. In perspective thinking, media independence and effective goal-setting had the highest influence. In time thinking, active performance and collaboration during crises, as well as striving to release news first, were the strongest factors. In resource thinking, minimizing unnecessary expenditures and prioritizing human resources were most significant. In improvisational thinking, the ability to decide on publishing contradictory news, evaluating short- and long-term consequences, and crisis control were the most influential elements. Strategic thinking in Iranian media organizations is a multidimensional process shaped by organizational independence, time-sensitive crisis management, efficient resource allocation, and managers’ improvisational abilities. The results provide practical implications for enhancing media leadership, training programs, and strategic decision-making frameworks.
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