A system for organizational learning using cognitive maps

Lee, S; Courtney, James F.; O’Keefe, Robert M.

doi:10.1016/0305-0483(92)90053-a

Cited by 124 publications

(66 citation statements)

References 27 publications

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“…The common trait in the majority of definitions is that they consider organizational learning as a process that has to do with transforming information into knowledge (e.g. Argyris & Schön, 1978;Crossan, Lane, White, & Djurfeldt, 1995;Day, 1994;Dimovski, 1994;Fiol & Lyles, 1985;Huber, 1991;Lee, Courtney, & O'Keefe, 1992). Definitions differ in the way they extend (or not) the information processing (information acquisition, interpretation, and storage in the organizational memory) to behavioral and cognitive changes (Crossan et al, 1995;Dimovski, 1994;Kim, 1993;Slater & Narver, 1995).…”

Section: Definitionsmentioning

confidence: 99%

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Towards Network Perspective of Intra-Organizational Learning: Bridging the Gap between Acquisition and Participation Perspective

Škerlavaj¹,

Dimovski

2007

IJIKM

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Organizational learning is a scientific field of growing importance. It has developed from classic and foundational works to the two disparate perspectives today: the acquisition and the participation perspective. The first understands knowledge as a substance, mind as a container, and learning as a transfer of a substance from one mind to another. The second perspective focuses on communities of practice and observes no teaching but rather goal-directed practical learning. We argue that both are incomplete and that there is a need for overarching perspective that would build upon multiple-theoretical and multi-level framework of social network theories. Beside connecting acquisition and participation perspective it addresses organizational learning as a multiplex and dynamic process at individual, group, intra-organizational, as well as relational level of research. This contribution proposes network perspective to intra-organizational learning and develops seven descriptive claims to be tested using real-life case studies of social networks within organizations. Both exploratory and confirmatory social network techniques are to be applied.

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Section: Definitionsmentioning

confidence: 99%

“…Lee et al (1992) The organizational learning process is viewed as a cyclical one in which individual's actions lead to organizational interactions with the environment. Environmental responses are interpreted by individuals who learn by updating their beliefs about causeeffect relationships.…”

Section: Definitionsmentioning

confidence: 99%

Towards Network Perspective of Intra-Organizational Learning: Bridging the Gap between Acquisition and Participation Perspective

Škerlavaj¹,

Dimovski

2007

IJIKM

View full text Add to dashboard Cite

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“…However some tools aimed at a better understanding of actors' representations have been developed and experimented. Some of them allow the design and sharing of individual cognitive maps during an innovation project (Lee et al, 1992;Boland et al, 1994). We are also now working on the feasibility of developing dictionaries of key concepts (e.g.…”

Section: Managerial Implications: the Role Of Language And Representamentioning

confidence: 99%

Methods for studying innovation processes: Towards a complementarity between organizational and cognitive perspectives

Chanal

1999

E.J.E.S.S.

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Abstract. -This paper describes two methods designed to study and diagnose innovation processes. The first one adopts a systems perspective and focuses on information flows and decision-making during a project, whereas the second one privileges a cognitive approach and is aimed at highlighting actors' representations of innovation processes and new products. A comparison of the research results obtained in different industrial firms using these two methods introduces a discussion of the complementarity of both perspectives. These observations lead to an assessment of the collective learning mechanisms initiated during the field studies.

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“…Proposed by Kosko as an extension of cognitive maps (1986,1992), a FCM possesses the following characteristics: (1) causal relationships between two nodes are defined as fuzzy numbers ranging from -1 to +1 (Lee et al, 1992;Lee and Lee, 2003) and (2) its inference reduces to a fixed state or equilibrium after a limited cycle of iterations using a fixed threshold (usually 0.5) (Kosko, 1992). problem using nodes and edges with associated signs and causality coefficients, (2) uncertainty processing that improves decision-making quality, and (3) what-if/goal-seeking simulations and prediction capabilities.…”

Section: Fuzzy Cognitive Mapsmentioning

confidence: 99%

Multi-agent knowledge integration mechanism using particle swarm optimization

Lee

Lee²,

Lee

2012

Technological Forecasting and Social Change

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Abstract:Unstructured group decision-making is burdened with several central difficulties: unifying the knowledge of multiple experts in an unbiased manner and computational inefficiencies. In addition, a proper means of storing such unified knowledge for later use has not yet been established.Storage difficulties stem from of the integration of the logic underlying multiple experts' decisionmaking processes and the structured quantification of the impact of each opinion on the final product. To address these difficulties, this paper proposes a novel approach called the multiple agent-based knowledge integration mechanism (MAKIM), in which a fuzzy cognitive map (FCM) is used as a knowledge representation and storage vehicle. In this approach, we use particle swarm optimization (PSO) to adjust causal relationships and causality coefficients from the perspective of global optimization. Once an optimized FCM is constructed an agent based model (ABM) is applied to the inference of the FCM to solve real world problem. The final aggregate knowledge is stored in FCM form and is used to produce proper inference results for other target problems. To test the validity of our approach, we applied MAKIM to a real-world group decision-making problem, an IT project risk assessment, and found MAKIM to be statistically robust.

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A system for organizational learning using cognitive maps

Cited by 124 publications

References 27 publications

Towards Network Perspective of Intra-Organizational Learning: Bridging the Gap between Acquisition and Participation Perspective

Towards Network Perspective of Intra-Organizational Learning: Bridging the Gap between Acquisition and Participation Perspective

Methods for studying innovation processes: Towards a complementarity between organizational and cognitive perspectives

Multi-agent knowledge integration mechanism using particle swarm optimization

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