Cognitive Mapping: A Process to Support Strategic Planning in an Academic Department

Johnson, R.; Lipp, Astrid

doi:10.1007/s10726-006-9031-0

Cited by 8 publications

(4 citation statements)

References 20 publications

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“…Its predominant use has been to model large sets of qualitative data with respect to casual or temporal relationships among the data (Ackermann et al, 1992). The technique has been used with managers to elicit group cognition (Tegarden and Sheetz, 2003), in strategic planning (Johnson and Lipp, 2007), as a problem structuring method (Damart, 2010) and in scenario building (Goodier et al, 2010). It has also been used within construction to understand demolition waste management (Lu and Yuan, 2011), as a tool for strategic decisions within the industry (Brightman et al, 1999) and as an instrument in delay and disruption analysis (Williams et al, 1995).…”

Section: Methodsmentioning

confidence: 99%

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Unravelling causes of defects in construction

Jingmond

Ågren

2015

Construction Innovation

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Purpose – The purpose of this study is to identify the primary root causes of defects in terms of why they persist in construction, despite the increasing implementation of quality systems. Defects in construction continue to be a source of concern in the construction industry. There have been studies that have tried to identify causes of defects. Although concepts are usually related to organisational factors, previous studies have been carried out on an operational level. There is a well-trodden area within the literature relating to the operational level, but little is known about the causes of defects on a higher, organisational level within construction. Design/methodology/approach – A new approach based on the notion of process causality and the use of cognitive mapping has been adopted. The aim was to take a step back and unravel causes of defects in the execution of construction projects. From workshops with representatives drawn from different parts of the industry, themes have been identified and investigated from a causation perspective. Findings – It was found that the causes of defects mainly reside in endogenous factors within organisations as opposed to execution failure or exogenous factors related to market, material or equipment behaviour. Originality/value – More specifically, it was found that the dominant cause of defects lies within organisational shortcomings, suggesting that improvements can be found on the management and strategic levels within projects instead of on the operational level.

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Section: Methodsmentioning

confidence: 99%

“…The data gathered from the maps were copied verbatim using Decision Explorer[1]. This tool captures and then highlights cause-effect or influencing relationships (Johnson and Lipp, 2007). The graphical representation of the maps enables causal patterns to be extracted.…”

Section: Workhop Proceduresmentioning

confidence: 99%

Unravelling causes of defects in construction

Jingmond

Ågren

2015

Construction Innovation

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“…An application of this methodology has been developed in relation to a specific space-mission case study , to support the design of complex systems that have to be decomposed and given to specialists from different disciplines. A cognitive mapping approach (see, for instance, Eden 1988and Johnson and Lipp 2007 is useful to understand the situation and to represent it to the involved actors.…”

Section: The Methodologymentioning

confidence: 99%

An Application of MACRAME to Support Communication and Decisions in a Multi-Unit Project

Norese

2010

Group Decis Negot

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Researchers from the Politecnico di Torino working in different fields and a start-up company from the internal incubator decided to join together in a collective project to produce an innovative light aircraft that would utilize hydrogen as fuel. Several decisions have had to be made, above all in relation to the hydrogen fuel cells that have to be used (dimensions, number, supplier,...) and to the electric propulsion engine that has to be combined with the cells as there was no engine on the market with the adequate characteristics. The consequences of these decisions (and of others, in relation to the electronic devices and the automatic control systems), in terms of times, costs and risks, have had to be analysed in the project context, where units with different expertise and language were involved. The paper proposes a methodological approach to identify and face uncertainties and complexities pertaining to this multiunit project through a shared vision of the problems and a structured and evolving problem formulation that has been developed to support communication, coordination and decision-making. It explains how some tools have been integrated in this application and used to elaborate and represent alternative decisions, to collectively evaluate and choose and to create a communication space for the project.

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“…Finally, the last identified group of contemporary research papers address the applicability of tools and techniques in strategic management in the Third Sector. The tools and techniques include: the strategic score card (Schalm [56], Alfirević et al [1], Speckbacher [59]), Inamdar et al [30]); evaluation (Carman and Fredericks [11]), cognitive mapping (Johnson and Lipp [32]), computer-aided planning (Mara [38]), strategic groups analysis (Domański [20]). Largely, authors conclude that the specific tools and techniques can be used by non-profit organizations, possibly with some sector-specific modifications.…”

Section: Othermentioning

confidence: 99%

The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009

Domański

2011

Foundations of Management

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The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009The purpose of this paper is to analyse the contemporary literature on strategic management in non-profit organizations. The area at hand is divided into five categories: modern management and strategic management approaches/theories; analysis of the roles of externalities and internalities in the Third Sector; review of how strategic management has been applied for non-profit organizations; review of applications and enhanced identification of one or more strategies utilised by non-profit organizations; application of specific methods and tools in strategic management. Four dilemmas faced by modern management theory serve as a synthetic axis. First, how can the existing commercial management concepts and techniques be best adapted to the realities of the non-profit sector? Secondly, which of the established schools of strategic management is the most relevant one for non-profits? In fact, is it appropriate to look for a brand new school of thought? Thirdly, and this is again related to academic pursuits, what coherent theory can explain the efficiency of non-profit organizations. Fourthly, there is the dilemma what strategy to employ when faced with a choice between the willingness and the need to apply competitive strategies and the co-operative strategy in the third sector.

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Cognitive Mapping: A Process to Support Strategic Planning in an Academic Department

Cited by 8 publications

References 20 publications

Unravelling causes of defects in construction

Unravelling causes of defects in construction

An Application of MACRAME to Support Communication and Decisions in a Multi-Unit Project

The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009

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