Cause Maps and Social Network Analysis in Organizational Diagnosis

Nelson, Reed E.; Mathews, K. Michael

doi:10.1177/0021886391273009

Cited by 26 publications

(19 citation statements)

References 18 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Pollack (1985) has argued that family members often have advantages when members live somewhat collectively and share frequent interactions, thereby being able to gather more intimate and complete information about individual behaviors. Granovetter (1973) defined strong interpersonal ties in terms of the expectations of indirect reciprocity as well as the intensity of temporal and emotional investments made by those in a relationship (see also Collins, 1981;Mathews, White, Long, Soper & Von Bergen, 1998;Nelson and Mathews, 1991). These necessary conditions for the development of strong interpersonal ties reflect the factors Hechter (1987) has proposed as foundations for cohesion-dependence on the coalition for rare immanent goods such as socio-emotional support and ability of the family group to ensure behavioral compliance with extended reciprocity obligations.…”

Section: Interactions and Family Tiesmentioning

confidence: 99%

Ethics in the Family Firm: Cohesion through Reciprocity and Exchange

Long¹,

Mathews²

2011

Bus. Ethics Q.

Self Cite

107

127

View full text Add to dashboard Cite

ABSTRACT:The ubiquity of family dominated firms in economies worldwide suggests that inquiry into the nature of the ethical frames of these types of firms is increasingly important. In the context of a social exchange approach and the norm of reciprocity, this manuscript addresses social cohesion in a dominant family firm coalition. It is argued that the factors underlying this cohesion, direct versus indirect reciprocity, shape unique attributes of family firms such as intentions for transgenerational sustainability, the pursuit of non-economic goals, and strong interpersonal ties. Exchange structures, represented by direct and indirect reciprocity, lead family and non-family firms toward development of distinctive ethical frames of reference.

show abstract

Section: Interactions and Family Tiesmentioning

confidence: 99%

Ethics in the Family Firm: Cohesion through Reciprocity and Exchange

Long¹,

Mathews²

2011

Bus. Ethics Q.

Self Cite

107

127

View full text Add to dashboard Cite

show abstract

“…A causal map based on local tacit knowledge can be formed by a group of experts itself [36] or by aggregating the individual maps of the group members [37,38]. After the development of individual causal maps, it might be a scientific objective to measure the differences between these maps [24,39].…”

Section: Development and Participation In Causal Mapping Approachesmentioning

confidence: 99%

Performance Management by Causal Mapping: An Application Field of Knowledge Management

Kölbel¹,

Ossadnik²,

Gergeleit³

2017

Knowledge Management Strategies and Applications

View full text Add to dashboard Cite

As implied by the performance management (PM) concept, modern corporate management has to focus on cause-and-effect relationships underlying a firm´s financial performance generation. To determine the causes of financially desirable effects, subject-bound experiences and knowledge of employees, called tacit knowledge, should be realised. For this, knowledge management (KM) offers various elicitation techniques to reveal corporate-specific success factors (SFs) of financial performance generation from the corporate experts´implicit knowledge. The identified factors have to be organised within a network of cause-and-effect relationships. In this framework, PM can apply the instrument of mapping to structure the individually revealed knowledge, to aggregate and visualise it for the entire company. For a valid representation of the causal relationships, the subjective bias arising within the mentioned process has to be minimised. In the literature, a variety of mapping methods can be found that differ in their approaches and their level of significance. As such a method, causal mapping will be presented in this paper. For providing intersubjectivity, the decision-making trail and evaluation laboratory (DEMATEL) as a multi-criteria approach will be debated in the context of mapping as a research field.

show abstract

“…As operações e técnicas mais perceptíveis aos usuários e, também, as mais citadas na literatura envolvem a identificação e o entendimento das causas do problema, muitas vezes, confundidas como sendo a própria abordagem: "mapas causais são conhecidos por muitos nomes, incluindo diagrama de Ishikawa (espinha de peixe), diagrama causa e efeito, rodas de impacto, diagrama de árvore, mapas estratégicos e ferramentas de mapeamento de avaliação de risco" (Scavarda et al, 2006:264, tradução nossa). Essa visão se justifica considerando que a maioria dos problemas organizacionais não é de natureza complexa, sendo solucionados por técnicas mais simples e práticas em termos de operações e mecanismos de análises (Nelson e Mathews, 1991).…”

Section: Mapa Causal E Matriz De Loopsunclassified

Problema da falta de vagas em creches: matriz de loops e a priorização de causas de problemas complexos

Sordi

Nelson²,

Galindo

2014

Rev. Adm. Pública

View full text Add to dashboard Cite

Dez milhões de crianças brasileiras deveriam frequentar creches, mas apenas 21% delas estão regularmente matriculadas. O problema da falta de vagas em creches foi o cenário escolhido para evidenciar a utilidade do artefato proposto: procedimentos para análise de problemas complexos, composto pela aplicação integrada entre mapa causal e matriz de loops, duas técnicas associadas aos estudos de padrões de cognição nas organizações. O artefato proposto foi testado junto a três municípios brasileiros, segundo os preceitos da abordagem design science. Causas e associações intercausais foram identificadas e priorizadas pela técnica de mapa causal e, posteriormente, interdependências entre causas foram analisadas pela técnica matriz de loops, o que alterou a priorização inicial. Evidenciou-se que para problemas complexos é fundamental identificar e analisar os loops entre loops de amplificação de desvio (loops "explosivos"). Outro resultado a destacar é a melhor compreensão de um problema complexo e socialmente relevante. Pa l a v r a s -c h a v e: mapa causal; matriz de loops; creche; problema complexo; causa. El problema de la insuficiente capacidad de guardería: loops matrix y la priorización de las causas de problemas complejosDe los diez millones de niños brasileños que por ley deberían estar en los programas de cuidado infantil patrocinados por el Estado, solo el 21% están matriculados regularmente. Elegimos el problema de la falta de capacidad en la guardería como un escenario para demostrar la utilidad del artefacto propuesto: el análisis de problemas complejos utilizando mapa causal y loop matrix, dos técnicas tomadas del estudio de la cognición organizacional. El artefacto se probo en tres condados brasileños, utilizando los conceptos del design science research. Causas y asociaciones intercausais fueron identificados y

show abstract

Cause Maps and Social Network Analysis in Organizational Diagnosis

Cited by 26 publications

References 18 publications

Ethics in the Family Firm: Cohesion through Reciprocity and Exchange

Ethics in the Family Firm: Cohesion through Reciprocity and Exchange

Performance Management by Causal Mapping: An Application Field of Knowledge Management

Problema da falta de vagas em creches: matriz de loops e a priorização de causas de problemas complexos

Contact Info

Product

Resources

About