Using a Knowledge-Based System to Study Strategic Options

Jasinski, Dale; Huff, Anne Sigismund

doi:10.4135/9781446220443.n11

Cited by 7 publications

(5 citation statements)

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“…1 This software serves two purposes. First, researchers use this software to create a database through systematic coding of qualitative data (e.g., Jasinski and Huff, 2002). Second, qualitative researchers use the database software to analyze relations in the database of interview transcripts in much the same way as quantitative researchers use the SPSS or SAS software packages (e.g., Malina and Selto, 2001).…”

Section: Map-building Methods 1: Computerized Discovery Of Causal Linksmentioning

confidence: 99%

A multi-method approach to building causal performance maps from expert knowledge

Abernethy¹,

Horne²,

Lillis³

et al. 2005

Management Accounting Research

106

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Section: Map-building Methods 1: Computerized Discovery Of Causal Linksmentioning

confidence: 99%

A multi-method approach to building causal performance maps from expert knowledge

Abernethy¹,

Horne²,

Lillis³

et al. 2005

Management Accounting Research

106

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“…Clearly, this is a highly significant issue because any form of systematic bias among coders (i.e., bias distributed on a nonrandom basis) will have a profound effect on the outputs of the mapping process. 2 The generic knowledge-based computer system Atlast/ti has been demonstrated to support the construction of cause maps based on idiographic interview transcripts (Jasinski & Huff, 2002). Unfortunately, however, as with CMAP2 and Decision Explorer, the idiographic software support systems discussed above, similar concerns regarding the reliability and validity of the coding procedures required to enable the comparison of maps apply to this particular system, when considered in the context of large-scale applications.…”

Section: Cause Maps and Causal Mappingmentioning

confidence: 99%

Introducing Cognizer™: A Comprehensive Computer Package for the Elicitation and Analysis of Cause Maps

Clarkson

Hodgkinson

2005

Organizational Research Methods

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Managerial and organizational cognition (MOC) researchers have issued a number of calls over the years for large-scale studies involving the mass application of causal mapping techniques. A number of important advances in the development of procedures for the systematic elicitation and comparison of cause maps mean that such work has been technically feasible for some time. However, due to a dearth of suitable supporting computer software, very few researchers to date have responded to this key challenge, vital to the longer-term viability of the MOC field. Building on innovations by Langfield-Smith and Wirth and Markóczy and Goldberg, the authors report on the development of Cognizer™, a comprehensive computer package designed to meet the requirements of researchers lookingto elicit and compare large numbers of maps on a longitudinal or cross-sectional basis. The principal features of Cognizer are illustrated using a cross-sectional data set comprising 200 cause maps from five organizations.

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“….'". Again, Huff (Jasinski and Huff, 2002) does not underestimate the value of traditional evidence-based project management (which arguably maps to Cunagesan's and Floris's (2019) asset and system views of projects), but notes that, "The challenge for project managers lies in deciding when innovation requires going beyond the base provided by currently available evidence".…”

Section: Introductionmentioning

confidence: 99%

A categorisation of dialectics in response to project uncertainty

Buhagiar

Pollack

Coyle

2022

IJMPB

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PurposeScholars are increasingly acknowledging the importance of conversations in the management of complex projects. Defining dialectics as “the art of purposeful conversation”, this paper aims to rationalise the somewhat disorganised field of dialectics by developing a categoreal scheme.Design/methodology/approachThe authors refer to the current state of research into the conversational aspects of complex projects, and examine the historical development of, and philosophical and scholarly commentary on, the dialectical method.FindingsThe categories the authors propose are the Socratic, Conversational, Fichtean and Peircean. They differ in relation to the subject matter of the dialectic; their vulnerability to environmental influences; the degree of structure they require for optimal performance; and the situations in which they might most profitably be applied.Research limitations/implicationsA single categoreal scheme is rarely the last word, and the authors invite other scholars to explore the field in a similar way.Practical implicationsThe scheme proposed here is intended to enhance the project manager's approach to conversations, by referring to the specific virtues and limitations of each of the categories.Social implicationsThe informed use of dialectics may help to ameliorate the significant damage done to organisations and economies around the world by failed and underperforming projects.Originality/valueThe authors present the first categorisation of the field, with the aim of equipping the practitioner to think about dialectical approaches in a more systematic way.

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Using a Knowledge-Based System to Study Strategic Options

Cited by 7 publications

References 0 publications

A multi-method approach to building causal performance maps from expert knowledge

A multi-method approach to building causal performance maps from expert knowledge

Introducing Cognizer™: A Comprehensive Computer Package for the Elicitation and Analysis of Cause Maps

A categorisation of dialectics in response to project uncertainty

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