Summary
Contents
Subject index
This book outlines a number of different tools for mapping strategic knowledge, and thus making knowledge more accessible. Anne Sigismund Huff and Mark Jenkins have brought leading academics together in this work: - to provide informed analysis and theory - to illustrate the contribution of knowledge mapping to central issues in strategy and organization theory - to consider the contribution of these studies to management practice - to address practical theoretic and methodological limitations of these tools, including several software tools now available to facilitate mapping. Each section of the book provides a table which charts the chapters' main contents, key findings and implications for knowledge management. An annotated bibliography is provided at the end of the book as a resource for readers who may wish to become more familiar with relevant and existing literature in this area. Mapping Strategic Knowledge is relevant to those interested in knowledge management, primarily academics and consultants in the area of strategic management, but also academics in the area of organization theory.
Gaining Understanding in a Complex Cause–Effect Policy Domain
Gaining Understanding in a Complex Cause–Effect Policy Domain
Abstract
An artificial intelligence (AI) program that contains simple behavioural rules is used in this study as a surrogate for the socio-cognitive and socio-political protocols employed by a group to make sense collectively of a complex system of cause–effect. A formal corporate cause–effect map of the operations of a sports club is used as a surrogate for the ‘real-world’ complex web of cause–effect that converts policy decisions into outcomes affecting corporate survival goals. Group policy making is mimicked by running trials with the AI program on the causal map of the sports club to see what policies are formed and why. The resulting policies compared favourably to those adopted by ...
- Loading...