What is it about?
This paper aims to study how the design of a strategy map can be supported by measures expressing the customers’ perceptions about strategic factors and their related determinants. In particular, managers are provided with a fact-based test useful to revise prior knowledge and beliefs.
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Why is it important?
In the strategic management literature, few attempts have been made to operationalize the complex and multidimensional latent constructs of a strategy map combining managers’ implicit knowledge and empirical validation in a ‘holistic’ manner. The adoption of PLS-PM is relatively new in testing the accuracy of causal maps.
Perspectives
The empirical-based validation of a causal map by using PLS-PM may effectively stimulate a revision of managers’ collective perceptions about a phenomenon characterised by implicit knowledge, as in the case of customer needs. The proposed approach provides a set of indicators which allow managers to identify strategic priorities, thus facilitating decision making and strategic planning.
Nicola Castellano
Universita degli Studi di Pisa
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This page is a summary of: Strategic mapping: relationships that count, Management Decision, April 2018, Emerald,
DOI: 10.1108/md-03-2017-0224.
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