All Stories

  1. The Strategic Management of Disaster Risk Mitigation
  2. The Strategic Management of Disaster Risk Mitigation
  3. Modelling Stakeholder Dynamics for Supporting Group Decision and Negotiation: Theory to Practice
  4. Improvisation and Emergent Strategizing: The Role of Group Support Systems
  5. Understanding “expert” scientists: Implications for organizational research
  6. Communities of practice in landscapes of practice
  7. Theory into practice, practice to theory: Action research in method development
  8. Thinking together: What makes Communities of Practice work?
  9. Discovering Collaborative Advantage: The Contributions of Goal Categories and Visual Strategy Mapping
  10. Accelerated Multi-Organization Conflict Resolution
  11. Thinking Together: Making Communities of Practice Work
  12. Understanding 'Expert' Scientists: Implications for Management and Organization Research
  13. Problem structuring: on the nature of, and reaching agreement about, goals
  14. Rigour, Relevance and Reward: Introducing the Knowledge Translation Value-chain
  15. ScriptsMap: A tool for designing multi-method policy-making workshops
  16. Strategic Management of Stakeholders: Theory and Practice
  17. Supporting strategic conversations: the significance of a quantitative model building process
  18. Using a group decision support system to add value to group model building
  19. Competences, distinctive competences, and core competences
  20. Preface: Managerial and Organizational Cognition
  21. Mapping causal knowledge: How managers consider their environment during meetings
  22. Integrating modes of policy analysis and strategic management practice: requisite elements and dilemmas
  23. Encyclopedia of Complexity and Systems Science
  24. Negotiation in Strategy Making Teams: Group Support Systems and the Process of Cognitive Change
  25. Building confidence in models for multiple audiences: The modelling cascade
  26. Learning in disrupted projects: on the nature of corporate and personal learning
  27. Putting the Resource‐Based View of Strategy and Distinctive Competencies to Work in Public Organizations
  28. Systemic risk assessment: a case study
  29. Where next for problem structuring methods
  30. Using Causal Mapping with Group Support Systems to Elicit an Understanding of Failure in Complex Projects: Some Implications for Organizational Research
  31. Analysing project cost overruns: comparing the “measured mile” analysis and system dynamics modelling
  32. Analyzing cognitive maps to help structure issues or problems
  33. On the nature of discontinuities in system dynamics modelling of disrupted projects
  34. Cognitive mapping expert views for policy analysis in the public sector
  35. Approaches to sharing knowledge in group problem structuring
  36. Structuring a delay and disruption claim: An application of cause-mapping and system dynamics
  37. The Negotiation of Purpose in Multi-Organizational Collaborative Groups
  38. Computer Integrated Planning and Design for Construction
  39. The impact of disruption and delay when compressing large projects: going for incentives?
  40. The role of feedback dynamics in disruption and delay on the nature of disruption and delay (D&D) in major projects
  41. Mapping Distinctive Competencies: A Systemic Approach
  42. Dismantling the learning curve: the role of disruptions on the planning of development projects
  43. On evaluating the performance of GSS: Furthering the debate
  44. Contrasting GDSSs and GSSs in the Context of Strategic Change Implications for Facilitation
  45. “Horses for courses”: A stakeholder approach to the evaluation of GDSSs
  46. Action Research for Management Research
  47. Creating Collaborative Advantage
  48. Vicious circles of parallelism
  49. On evaluating the performance of ‘wide-band’ GDSS's
  50. Issues in computer and non-computer supported GDSSs
  51. Cognitive mapping and problem structuring for system dynamics model building
  52. From the playpen to the bombsite: the changing nature of management science
  53. A framework for thinking about Group Decision Support Systems (GDSS)
  54. STRATEGY DEVELOPMENT AS A SOCIAL PROCESS
  55. Coherence and balance in strategies for the management of public services
  56. THE ANALYSIS OF CAUSE MAPS
  57. ON THE NATURE OF COGNITIVE MAPS
  58. Moving between Groups and Individuals using a DSS
  59. Strategic thinking with computers
  60. Keeping Sense of Accounts Using Computer-Based Cognitive Maps
  61. Making strategy work
  62. Cognitive mapping
  63. Computer decision support for senior managers: encouraging exploration
  64. Conference Viewpoints: Invited Reviews
  65. Using Repertory Grids for Problem Construction
  66. Futures research—Working with management teams
  67. Facilitating problem definition in teams
  68. Management Science Process—Subjectivity in Problem Identification
  69. THE INTERSUBJECTIVITY OF ISSUES AND ISSUES OF INTERSUBJECTIVITY
  70. Operational gaming in action research
  71. Policy analysis and organizational politics
  72. Subjectivity and Organisational Politics in Policy Analysis
  73. Images into models
  74. Change within the Probation Service: Evaluation from an Action Research Perspective
  75. An Exploration of Occupational Role: An Exercise in Team Development
  76. On the nature of problems in consulting practice
  77. Operational Research and Organization Development
  78. Computer assisted policy analysis: Contributions from Germany
  79. Modelling the influence of decision makers on the future