An experiment in the usefulness of a strategy map

Abstract

Purpose

The objective of this study is to investigate the effect of a strategy map on the quality of decision making.

Design/methodology/approach

An experimental design is used in this study. A total of 24 participants were randomly assigned into two groups – a control group and a treatment group. Each participant completed two rounds of the experiment covering 24 decisions using a simulation game. The multiple regression technique is used as the analysis tool in this study.

Findings

The results show that strategy maps do not affect the performance of participants' decision making.

Research limitations/implications

This research employs the laboratory experimental design. Thus the external validity (the generalizability) is limited.

Practical implications

Results obtained from this research suggest that a strategy map alone is not an effective tool to help managers make better decisions. More details, such as a correlation between strategic measures in the strategy map or guidelines for the use of the map, could help make a strategy map more useful.

Originality/value

This study tests the cause and effect relationship between using a strategy map and the results of decisions made. Unlike many studies that employ the survey method in which confounding variables cannot be controlled, results from this experiment suggest that a simple strategy map alone does not improve the quality of decision making. This finding can thus be valuable to managers who are considering using a strategy map as a management tool.

Citation

Rompho, N. (2012), "An experiment in the usefulness of a strategy map", Measuring Business Excellence, Vol. 16 No. 2, pp. 55-69. https://doi.org/10.1108/13683041211230320