All Stories

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