Introduction
Despite the consensus among different researchers on the importance of strategic thinking in the direction and sustainability of organizations, the evidence indicates the absence of this intellectual skill among the leaders of organizations and the lack of sufficient studies in this field (Bonn, 2001; Goldman et al. ., 2017; Liedtka, 1998). Strategic thinking is the creative combination of thoughts in people's minds that plays a key role in creating strategy and saving organizations in a complex and turbulent environment (Mintzberg, 1994). Strategic thinking is a divergent, creative process based on double-loop learning, the main goal of which is to discover innovative strategies that recreate the rules of the competitive game and envision futures that are fundamentally salvatory and different from the present (Heracleous, 1998). Strategic thinking is considered to be a key competence for the organization and especially for managers (Goldman et al., 2015, 2017; Goldman & Casey, 2010; Liedtka, 1998). The review of the research background in the field of strategic thinking indicates that often these studies have sought impact measurement, which means they have been conducted with a quantitative approach, and few studies that have been conducted with a qualitative approach have merely sought to identify the dimensions or factors affecting strategic thinking. It should be kept in mind that strategic thinking is a concept dependent on socio-cultural and political conditions that requires research in line with circumstances, and in this case, it will lead to achieving higher quality procedures, increasing the level of performance and a higher competitive advantage (Dhir et al., 2018) particularly conducting research in a specific industry, such as the poultry industry, which has a high potential for earning foreign currency for the country and is considered to be a strategic industry (Abdulahi et al. 2019). Therefore, it is evident that there is a lack of research that identifies the effective factors and consequences of strategic thinking skills in accordance with the country's circumstances. Considering the above-mentioned gaps, the main purposes of the current research are: identifying the dimensions of strategic thinking, identifying the factors influencing strategic thinking, and identifying the consequences of strategic thinking.
Methodology
The approach adopted in the current research is qualitative, and the strategy used is grounded Theory. The tools of data collection were library studies and semi-structured interviews with livestock and poultry industry professionals until theoretical saturation was reached. To analyze the collected data, open, axial and selective coding was utilized. 
 Results and Discussion
The final model consists of three categories. Antecedents of strategic thinking, dimensions of strategic thinking and consequences of strategic thinking. Antecedents consist of individual factors (knowledge and skill, perceptional factors, emotional and social intelligence), organizational dimension (knowledge management, organizational culture, structure and processes) and environmental factors (competitive environment, new technological trends, Supportive political and economic environment). The dimensions of strategic thinking were also identified in five categories of complexity approach, creative opportunism, analytical thinking, organizational awareness and crisis management. The consequences were at the organizational level (financial stability, Improving the position of the organization) and industrial level (Industry capacity development, Improving the position of the industry).
Conclusion
One of the results of this research that was different from other related researches was the introduction of crisis management as one of the dimensions of strategic thinking. Also, paying attention to knowledge management and organizational culture as important organizational factors affecting strategic thinking. Also, in addition to financial results, which until now have been the focus of studies on this factor as a consequence of strategic thinking, in this research, factors like competitiveness and export development, industry productivity, development of industry infrastructure was identified as other consequences of strategic thinking. Strategic thinking with a holistic view of the entire value chain consisting of stakeholders in society, understanding and analyzing influential trends, the ability to face various economic, political and social crises and with a creative approach to solve problems plays a key role in the development of sustainability goals which needs to be subjected to scrutiny as a new area for research in this sense.