Shaw, Duncan, Eden, Colin and Ackermann, Fran. (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:	Journal Article
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions:	Faculty of Social Sciences > Warwick Business School > Operational Research & Management Sciences Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	International Journal of Management and Decision Making
Publisher:	Inderscience Publishers
ISSN:	1462-4621
Date:	September 2009
Volume:	10
Number:	5/6
Page Range:	pp. 321-340
Identification Number:	10.1504/IJMDM.2009.026681
Status:	Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access
URI:	http://wrap.warwick.ac.uk/id/eprint/50081

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