Case-Based Causal Mapping of Bad and Good Decisions ^☆

Abstract

This chapter applies Axelrod’s (1976) and Huff’s (Huff, A. S. (1990). Mapping strategic thought. In A. S. Huff (Ed.), Mapping strategic thought (pp. 88–115). Chichester: Wiley; Jenkins & Huff, 2002) approach to mapping strategic thought (causal mapping) to (1) categorize how manufacturers of new fast moving consumer goods (FMCGs) may respond to environmental feedback to their decisions and (2) assess the effectiveness of alternative implemented decisions in assisting organizational growth. The manufacturing of new FMCGs requires timely product modifications in the assumptions of entrepreneur thinking in response to environmental responses/non-responses to decisions/actions of the manufacturing enterprise. A detailed example of causal mapping analysis is presented for a manufacturing entrepreneurial case study; the example covers processes linking events, decisions, and activities in business start-up, growth, and failure of the enterprise. The chapter closes by suggesting that causal mapping analysis is a valuable tool for advancing theory construction from case study research. The chapter provides a research plan for future reports applying causal mapping in retailing entrepreneur studies.

Citation

Woodside, A.G. (2016), "Case-Based Causal Mapping of Bad and Good Decisions ^☆ ", Making Tough Decisions Well and Badly: Framing, Deciding, Implementing, Assessing (Advances in Business Marketing and Purchasing, Vol. 24), Emerald Group Publishing Limited, Leeds, pp. 1-17. https://doi.org/10.1108/S1069-096420160000024001