Causal Cognitive Mapping in the Organizational Strategy Field: A Comparison of Alternative Elicitation Procedures

The present study evaluates two alternative causal cognitive mapping procedures that exemplify key differences among a number of direct elicitation techniques currently in use in the organizational strategy field: pairwise evaluation of causal relationships and a freeh and approach. The pairwise tec...

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Published inOrganizational research methods Vol. 7; no. 1; pp. 3 - 26
Main Authors Hodgkinson, Gerard P., Maule, A. John, Bown, Nicola J.
Format Journal Article
LanguageEnglish
Published Thousand Oaks SAGE Publications 01.01.2004
SAGE PUBLICATIONS, INC
Subjects
Cognition & reasoning
Cognitive models
Data collection
Decision making
Mapping
Methods
Organization theory
Organizational behavior
Reputations
Software
Statistical analysis
Strategic management
Studies
Variables
Variance analysis
knowledge capture
cognitive mapping
mental models
knowledge elicitation
strategic cognition
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Abstract The present study evaluates two alternative causal cognitive mapping procedures that exemplify key differences among a number of direct elicitation techniques currently in use in the organizational strategy field: pairwise evaluation of causal relationships and a freeh and approach. The pairwise technique yielded relatively elaborate maps, but participants found the task more difficult, less engaging, and less representative than the freeh and approach. Implications for the choice of procedures in interventionist and research contexts are considered.
AbstractList The present study evaluates two alternative causal cognitive mapping procedures that exemplify key differences among a number of direct elicitation techniques currently in use in the organizational strategy field: pairwise evaluation of causal relationships and a freeh and approach. The pairwise technique yielded relatively elaborate maps, but participants found the task more difficult, less engaging, and less representative than the freeh and approach. Implications for the choice of procedures in interventionist and research contexts are considered.
This study evaluates two alternative causal cognitive mapping procedures that exemplify key differences among a number of direct elicitation techniques currently in use in the organizational strategy field: pairwise evaluation of causal relationships and a freehand approach. The pairwise technique yielded relatively elaborate maps, but participants found the task more difficult, less engaging, and less representative than the freehand approach. Implications for the choice of procedures in interventionist and research contexts are considered.
Author Bown, Nicola J.
Hodgkinson, Gerard P.
Maule, A. John
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Snippet The present study evaluates two alternative causal cognitive mapping procedures that exemplify key differences among a number of direct elicitation techniques...
This study evaluates two alternative causal cognitive mapping procedures that exemplify key differences among a number of direct elicitation techniques...
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SubjectTerms Cognition & reasoning
Cognitive models
Data collection
Decision making
Mapping
Methods
Organization theory
Organizational behavior
Reputations
Software
Statistical analysis
Strategic management
Studies
Variables
Variance analysis
Title Causal Cognitive Mapping in the Organizational Strategy Field: A Comparison of Alternative Elicitation Procedures
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