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Mapping causal knowledge: how managers consider their environment during meetings

Shaw, D. and Eden, C. and Ackermann, F. (2009) Mapping causal knowledge: how managers consider their environment during meetings. International Journal of Management and Decision Making, 10 (5-6). pp. 321-340. ISSN 1462-4621

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Abstract

Causal mapping can help managers to think through the causal influence between issues, enabling them to base a decision on a more structured consideration. Even in regular meetings, learning and the integration of knowledge from diverse stakeholders can benefit from causal mapping. Four causal mapping meetings with management teams are analysed to assess how managers thought causally about their environment when strategy-making. We found that although managers can use other views to expand their environmental knowledge, some prefer to use familiar information rather than less familiar information. Despite this preference, many managers thought systemically about a raft of related issues. We discuss our findings in the context of regular meetings and offer improvements to the facilitation of group causal mapping

Item type: Article
ID code: 14332
Keywords: causal knowledge, causal mapping, decision making, group facilitation, group working, meetings, learning, knowledge integration, management teams, strategy formulation, Management. Industrial Management
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Strategy and Organisation
Strathclyde Business School > Management Science
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Depositing user: Ms Hilde Ann Quigley
Date Deposited: 22 Jan 2010 18:26
Last modified: 12 Mar 2012 10:59
URI: http://strathprints.strath.ac.uk/id/eprint/14332

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