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The purpose of this article is to analyse the use of a qualitative approach using cognitive mapping techniques in the study of a decision‐making process. This study takes place in a public sector and in the context of a performance appraisal system (PAS). This is in line with recommendations by scholars and researchers to conduct a management research in a public service context (see Brown, 1999; Bissessar, 2000; Jabroun and Balakrishnan, 2000; O’Donnell and O’Brien, 2000; Redman, Snape and Thompson, 2000). This article also intends to elucidate and justify the methodological approach used, examine the assumptions underlying the use of a particular research design, and provide arguments for the preference of the methodology used. It is hoped that this will contribute to the understanding of the nature and validity of the research undertaken. This article begins by reviewing the theoretical issues of the research framework, the main features of the qualitative methodologies, and finally, the research method applied in this research is determined and justified.

The concept of smart city has recently become more topical in academic and policy discussions. This idea is considered a complex, non-consensual subject since its definition has not yet been agreed upon by most authors in the relevant fields. The need to identify and measure smart city indicators has also given rise to many different evaluation procedures. However, the available frameworks have yet to overcome challenges in structuring and measuring all the evaluation parameters of the cities in question. Thus, methods still need to be developed and applied that can structure criteria used to assess smart city success.

This study sought to show cognitive mapping's tangible usefulness as an expedient tool for strategic analysis, using smart cities as a complex object of study. To this end, various cognitive maps were constructed and compared using the Strategic Options Development and Analysis (SODA) approach.

Cognitive mapping's advantages and limitations in the strategic visualization research context are analyzed and discussed.

The authors know of no prior work reporting comparative analysis of this methodological approach in the same research context.

The purpose of this paper is to identify the appropriate method, demonstrating with a prototype model, of how knowledge in reliability management can be elicited from individuals as well as a team.

The approach is to elicit the tacit knowledge of the reliability engineers through narratives and cognitive mapping. With a sufficient number of cognitive maps, patterns are revealed and an aggregate cognitive map for all participating members is produced, which helps to summarize various approaches and procedures that can be taken in handling different reliability management issues.

The work provides a real‐life example to support the stages of learning from the individual, the group to the organizational level as described in the theoretical Learning Framework.

Many knowledge management programs failed for various reasons. One common pitfall is that they are either too ambitious or too vague in the scope, methodology of their deliverables. To be successful, the project objectives should be linked to the business needs that lead to solving their business problems.

A prototype is developed in the organization of expertise knowledge in a bottom‐up manner in the building of a corporate memory from individuals to team level in the reliability management in an airline company.

This is the first study in the airline industry to capture the know‐how and experience of its reliability engineers in the form of congregate cognitive maps so as to facilitate team learning and the building of organizational memory. It is the first in the airline industry to adopt this methodology for developing its own procedure manuals. The model was implemented successfully in the Engineering Division of an airline business in order to handle their reliability management issues.

Effective organisational learning is critical in today’s turbulent business conditions, and for this to occur, an organisation requires an effective means of storing and transferring knowledge and learning between individuals and the organisation as a whole. Reviews two large disparate streams of research, concerning the concepts of mental models and cognitive maps, each of which has been posited as a potential mechanism for the storage and transfer of knowledge within an organisation. Confusion exists between the application of the two terms in studies of organisation, and both concepts suffer from a lack of clarity in their definition. Identifies major similarities and differences, and potential synergies that exist between mental models and cognitive maps, outlines their heuristic value, and identifies how they can be used together to further our understanding of organisational learning.

The purpose of this paper is to examine the role of cognitive diversity on strategic issue interpretation among the boards of directors making sense of sustainability management. The study also investigated the centrality of the corporate sustainability issues to identify common interpretative patterns in the shared cognitive maps among the companies. In addition, the aim was to advance quantitative methods for the analysis of decision-makers’ cognition.

The research was an exploratory study analyzing 43 individual cognitive maps collected through surveys from the boards of nine cleantech companies. For the elicitation of the cognitive maps, the study used the hybrid cognitive mapping technique. The diversity of the shared cognitive maps was analyzed using the distance ratio formula and the graph analysis method with eigenvector to measure the centrality of the strategic issue interpretation in the maps.

This study provides evidence through the analysis of distance ratios on the existence of cognitive diversity among companies within the same industry. Surprisingly, despite the cognitive diversity, the study identified strong common patterns on strategic issue interpretations among the companies. In addition, the study shows that the sustainability management issues have gained minor attention from the boards of directors.

The initial industry sample provided relatively restricted perspectives on managerial cognition, and to confirm the findings regarding the effects of industry on the shared cognitive maps of top decision-makers, wider industry-level data are needed.

This study provides an approach to facilitate the process of strategic decision-making for top decision-makers by identifying the shared beliefs of the selected strategic theme and to concentrate on the most central strategic issues in the company and industry. It reveals asymmetry between the significance of sustainability issues in an open agenda and the real position of sustainability concepts in the shared cognitive maps in the green industry. Also, the study advances cognitive mapping techniques for application in the board’s decision-making.

This paper contributes to brightening the black box of corporate governance by shedding light on the interaction of the concepts of corporate sustainability and other key strategic issues within the shared cognitive maps of the boards. It also provides new empirical knowledge on top decision-making processes and the effects of cognitive diversity on the strategic issue interpretations within the corporate boards of the green industry, and it further develops the methodology for the quantification of cognitive diversity and the content of cognitive maps.

The major part of studies in the field of strategic cognition focussed on strategy content, while process studies are comparatively rare. Those of the studies that are dedicated to explain strategy occurrence are dominantly restricted to formal decision making. In contrast to this, the purpose of this paper is to draw on a framework that helps to get a differentiated picture on contingent processes, strategies may pass through in organizations. Furthermore, an own elicitation procedure is introduced that enables to measure strategic cognition on different levels.

The paper provides an empirical approach by applying collective causal mapping techniques, both on an individual as well as collective level. The conceptual framework of the study rests on the “genesis” concept of strategy formation introduced by Kirsch and colleagues.

The main contribution of the paper is the presentation of a methodical approach to study the formation of shared strategic orientations in small companies. An operationalization to study these cognitive processes, based on collective causal mapping techniques is provided.

Applying the methodical approach presented in the paper is expected to make a contribution to the understanding of the shared knowledge of organizational members about major strengths and weaknesses of a new strategic reorientation and to contribute to practical concerns of organizational members in specific problematic situations, especially in small companies.

The study empirically approaches the complex phenomenon on strategy formation in small companies and therefore expands the understanding of shared cognition in organizations.

The aim of this study is to present a model for service supply chain performance evaluation (SSCPE) based on fuzzy cognitive mapping (FCM).

Despite the unique nature of services, which distinguishes them from goods, the performance evaluation of service supply chains (SSCs) has still not received adequate attention from researchers or practitioners. With the help of in-depth interviews conducted with insurance industry experts in Iran, the performance measures of SSCs are defined, and the relevance between the performance measures, which are based upon the knowledge of experts in this field, are presented as a fuzzy cognitive map.

By blocking the aggregate map of experts, a model for SSCPE is developed that discusses performance measures and metrics of strategic, tactical and operational SSC processes, such as service-providing management, service-enabling management, market management, cash-flow management, customer-relationship management, supplier-relationship management, knowledge- and information-flow management and risk management. Indexes of FCM models indicate that the supply chain service quality and strategy blocks have the most importance compared with others.

The paper develops an original SSCPE model that can be used as a basis for SSC improvement and develops an excellence model for SSC.

Posits that radical changes are required in attitudes of managers, supervisors and operators in the small business area of the textile business, also in clothing assembly, knitwear assembly, knitted fabric manufacture, spinning and carding. Considers the use of cognitive mapping to give support to strategy development involving managers of small businesses. Portrays two Figures with cognitive mapping highlighted. Concludes cognitive maps are a good foundation on which to build.

This paper aims to examine the shared mental models (SMMs) of a top management team (TMT) using an emergent perspective in conditions of uncertainty. The paper examines how a TMT conversation represents an emergent cognitive process to reach an action for future planning.

The design uses an emergent SMM approach based on a TMT discussion in an uncertain context. Cognitive mapping techniques illustrate how concepts emerge and are structured. This approach addresses the need for an alternative to aggregate mapping methods and supports the notion of team cognition as an emergent and dynamic process.

Findings showed that the emergence of a SMM could be elicited and represented using cognitive mapping techniques. Domain knowledge and social relationships supported the emergence of shared knowledge relevant for action on team tasks. A SMM based on team contribution and concept connectivity was identified.

The study is based on data collected from a recorded discussion in a quarterly company meeting, ten days before the UK’s original planned exit date, March 2019.

This research study contributes to the SMM and team cognition literature streams by examining the TMT’s shared understanding as an emergent process. Empirical studies using cognitive mapping techniques in this context are rare.

The purpose of this paper is to explain and develop a classification of cognitive structures (or typologies of thought), previously designated as spoke, chain and network thinking by Kinchin et al.

The paper shows how concept mapping can be used to reveal these conceptual typologies and endeavours to place the concept‐mapping method in the broader context of learning styles and learning theory.

The findings suggest that spoke structures are indicative of a naïve epistemology, or of “learning‐readiness”; chain structures are indicators of “goal‐orientation” and networks are indicators of expertise. Furthermore, change that comprises simple elaboration of existing spokes or chains is likely to be the result of surface learning styles and the emergence of networks indicative of deep learning. The utility of these different cognitive approaches is discussed.

The work is limited by the general lack of empirical testing, but the approach is presented as an important source of hypotheses for future research.

The practical implications of the research are considerable. First, concept mapping provides a framework for documenting and assessing understanding at “novice” and “expert” levels. Second, where definitive criteria can be developed from the learning styles literature, cognitive change in the course of learning can be evaluated to distinguish between deep versus surface or holist versus serialist approaches, for example.

The papers original and comprises a synthetic approach to the study of learning style and learning theory through the use of the concept‐mapping method. It has both practical and theoretical value because it suggests a new approach and is an important source of testable hypotheses.