Mapping strategic thought
Describes recent empirical investigations on strategic management issues and demonstrates the use of mapping methods to illustrate and analyze managerial thought. Features an integrated approach to the study of managerial cognition and organizational strategy and explores why similar organizations respond to similar situations in different ways. Documents the procedures that can be used to map'' the mental representations of decision makers in the empirical work reported while it relates theoretical concepts to the banking industry, telecommunications, television companies, and others.
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Cartographic Myths in Organizations
Mapping Strategic Thought
Managerial Thought Structures and Competitive Positioning
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actants activities alternatives annual reports argument mapping artificial intelligence AT&T attributions basic behavior Bougon cause maps chapter choice coder coding cognitive maps cognitive science competitive actions competitive positioning competitors complex concepts construct content analysis decision makers discussed dynamic wholistic elements elicited environment example experience external Figure firms focussed grid Huff identified important industry initial interest interviews joint ventures knowledge knowledge representation managerial Mapping Strategic Thought method narrative nodes organization organizational participants pattern percent performance personal construct theory Pink Sheet princess problem reformulation Psychology questions relationships repertory grid representativeness heuristic respondent revealed causal maps schema Self-Q semantic networks semiotic semiotic square sensemaking Sheet social system statements strategic change strategic dimensions strategic management strategist structure subjects suggest system of loops technique theoretical theory topic block underlying understanding Weick wholistic approach words