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Linking Changes In Revealed Causal Maps And Environmental Change: An Empirical Study

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  • Liam Fahey
  • V. K. Narayanan

Abstract

This article explores the cognitive maps of the dominant coalition of one firm over time. It begins with an overview of the cognitive mapping literature and discusses ‘revealed cognitive maps’ as one strategy for measuring managerial cognitive structures. Next, the revealed cognitive maps from one company over a 20‐year period are analysed for their fit with the company's environmental context. The data suggest that the fit between cognitive structures and the environment was less than perfect, and that decision‐makers both under‐identified and over‐identified certain environmental factors. These and other data are discussed within the context of a cognitive approach to managerial thinking.

Suggested Citation

  • Liam Fahey & V. K. Narayanan, 1989. "Linking Changes In Revealed Causal Maps And Environmental Change: An Empirical Study," Journal of Management Studies, Wiley Blackwell, vol. 26(4), pages 361-378, July.
    • Handle: RePEc:bla:jomstd:v:26:y:1989:i:4:p:361-378
    DOI: 10.1111/j.1467-6486.1989.tb00734.x
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    Cited by:

    1. Jolanta Poplawska & Ashraf Labib & Deborah M. Reed, 2017. "From vicious to virtuous circles: problem structuring for quantified decision making in operationalization of corporate social responsibility," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 68(3), pages 291-307, March.
    2. Pamela S. Barr, 1998. "Adapting to Unfamiliar Environmental Events: A Look at the Evolution of Interpretation and Its Role in Strategic Change," Organization Science, INFORMS, vol. 9(6), pages 644-669, December.
    3. R Volkema, 2009. "Natural language and the art and science of problem/opportunity formulation: a transportation planning case analysis," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(10), pages 1360-1372, October.
    4. Ana Arzensek, 2012. "A Comparative Study of Cognitive Schemas of HRM During Economic Crisis in Two Slovenian Sectors," Management, University of Primorska, Faculty of Management Koper, vol. 7(1), pages 35-53.
    5. William C. Bogner & Pamela S. Barr, 2000. "Making Sense in Hypercompetitive Environments: A Cognitive Explanation for the Persistence of High Velocity Competition," Organization Science, INFORMS, vol. 11(2), pages 212-226, April.
    6. Parida, Vinit & George, Nerine Mary & Wincent, Joakim, 2018. "Strategic diagnosis of information processing structures and commercialization in new ventures," Journal of Business Research, Elsevier, vol. 85(C), pages 83-90.
    7. Camblanne, Lionel, 2013. "Family vision and cognition: An illustration through forest owners’ harvesting decisions," Journal of Family Business Strategy, Elsevier, vol. 4(4), pages 245-259.
    8. Ferraris, Alberto & Degbey, William Y. & Singh, Sanjay Kumar & Bresciani, Stefano & Castellano, Sylvaine & Fiano, Fabio & Couturier, Jerome, 2022. "Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India," Journal of World Business, Elsevier, vol. 57(2).
    9. Sucheta Nadkarni & V. K. Narayanan, 2007. "The Evolution of Collective Strategy Frames in High- and Low-Velocity Industries," Organization Science, INFORMS, vol. 18(4), pages 688-710, August.
    10. Florence Allard-Poesi, 1998. "Representations And Influence Processes In Groups: Towards A Socio-Cognitive Perspective On Cognition In Organization," Post-Print hal-01490579, HAL.
    11. Mustafa Emre Caglar, 2016. "An Approach to Developmental Cognition in Organizations," International Business Research, Canadian Center of Science and Education, vol. 9(1), pages 1-34, January.

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