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In this chapter, I argue, contrary to some current views, that workflow process mapping can be an important and relevant tool for assessing and improving the effectiveness and efficiency of library Technical Services departments. I also propose that linking workflow process mapping to the “High Performance” style of organizational management of W. Edwards Deming underlines both the value of process mapping and how the latter can obviate the need for hierarchical managerial control, by building a cohesive and efficient technical services team. First, I describe the “High Performance” management style of Deming, focusing in particular on what is generally called the “Deming Cycle.” Second, I describe the process of mapping workflows and emphasize its value for highlighting waste, improving existing processes, and maintaining sustainability. Third, I argue that linking workflow mapping to this larger understanding of management style results in several positive consequences for technical services departments, such as a team-based rather than hierarchical style of management, increased departmental and interdepartmental effectiveness and efficiency, and a better return on investment. I illustrate these points by looking directly at an example of an acquisitions department.

Quality Function Deployment (QFD) proposes to take into account the “voice of the customer,” through a list of customer needs, which are (qualitatively) mapped to technical requirements in House One. But customers do not perceive products in this space, nor do they not make purchase decisions in this space. Marketing specialists use statistical models to map between a simpler space of customer perceptions and the long and detailed list of needs. For automobiles, for example, the main axes in perceptual space might be categories such as luxury, performance, sport, and utility. A product’s position on these few axes determines the detailed customer requirements consistent with the automobiles’ position such as interior volume, gauges and accessories, seating type, fuel economy, door height, horsepower, interior noise level, seating capacity, paint colors, trim, and so forth. Statistical models such as factor analysis and principal components analysis are used to describe the mapping between these spaces, which we call House Zero.

This paper focus on House One. Two important steps of the product development process using House One are: (1) setting technical targets; (2) identifying the inherent tradeoffs in a design including a position of merit. Utility functions are used to determine feature preferences for a product. Conjoint analysis is used to capture the product preference and potential market share. Linear interpolation and the slope point formula are used to determine other points of customer needs. This research draws from the formal mapping concepts developed by Nam Suh and the qualitative maps of quality function deployment, to present unified information and mapping paradigm for concurrent product/process design. This approach is the virtual integrated design method that is tested upon data from a business design problem.

Our primary objective is to provide method-related broad guidelines to researchers on the entire spectrum of issues involved in cause mapping and to encourage researchers to use causal mapping techniques in strategy research. We challenge strategists to open the black box and investigate the mental models that depict the cause and effect beliefs of managers, “walk” readers through the causal mapping process by discussing the “nuts and bolts” of cause mapping, provide an illustration, and outline “key issues to consider.” We conclude with a discussion of some promising research directions.

In this chapter, the authors discuss how visual artifacts may support the analysis and interpretation of qualitative data in organization studies. They draws on their own experience as well as other scholars’ published work to explore the distinctive affordances of visual forms. In particular, the authors identify four roles – namely “mapping,” “analyzing,” “conceptualizing,” and “communicating” – that visual artifacts play to help us move from raw qualitative data to a compelling conceptual product.

Specifically, the use of visuals for “mapping” involves directly coding data into visual forms such as cognitive maps, flow charts or relational diagrams, an approach that may offer a useful complement to traditional verbal coding. Using visuals for “analyzing” implies either comparing, aggregating or decomposing previously constructed visual maps, or drawing directly on verbal data to develop visuals such as analytical flow charts, process replication maps, and trend charts. Using visuals for “conceptualizing” involves rising above the data to develop more abstract representations of concepts and relationships, while maintaining recognizable connections to empirical phenomena. While conceptual models can take a wide variety of forms, the authors illustrate, in particular, the use of visuals to represent linear, dialectic and multi-level process theories. Finally, the authors consider the importance of visualizations for “communicating” insights as well as for developing them, and the inextricable linkages between the two.

The authors conclude by discussing some of the strengths and weaknesses of visualization and by considering how new technologies may offer further possibilities for useful and insightful visual representations of qualitative data that can enhance theory-building.

The purpose of this study is to illustrate the use of the ad hoc methodology of causal mapping to support the process of quantifying the financial returns related to sustainability investments. The present study uses two methods to build causal maps, that is aggregate and congregate mapping, in order to capture managerial cognition and derive a model that reflects companies’ competitive advantages. The resulting causal map is a prerequisite and serves as a building block for the design of the organisation’s performance management systems for sustainability.

This study relies on qualitative, deductive research undertaken at the leading international pharmaceutical company Novo Nordisk. This chapter presents the results of a longitudinal study developed through an action research approach conducted at the Company over a four-year period.

This study illustrates how the described approach for developing causal maps can facilitate the elicitation of managerial tacit knowledge and the consequent identification of indicators to quantify the investments in sustainability.

This chapter proves the relevance of causal mapping as a comprehensive, articulated basis for developing and improving organisations’ strategic performance measurement systems (SPMSs).

This study’s main contribution is the triangulation of multiple qualitative methods to enhance the reliability of causal maps. This innovative approach supports the use of causal mapping to extract managerial tacit knowledge in order to identify indicators for the evaluation of investments in sustainability.

Decision system analysis is a conceptually simple technique that maps the process of group decisions over time. The data is gathered in a variety of ways, but most often some form of protocol analysis is the foremost tool. The data is then condensed and depicted as a flowchart for a specific decision. If several such flowcharts can be assembled within an industry, they can be melded together to form a generic guide that is very useful to practitioners and very interesting to theorists. Here, a brief history of the development of the technique leads to a description of the process. This is followed by a comparison to cognitive mapping (a similar technique applied to mapping thought processes rather than physical processes), and an illustrative longitudinal example of DSA.

Having developed a more nuanced understanding of how entrepreneurship pervades everyday policing systems, practices, and processes and how it imbues ‘Organised Crime’ and ‘Organised Criminals’ with a competitive advantage it is incumbent upon us to consider new methods of implementing entrepreneurial policing. A strength of longstanding systems of policing is that they work because they systematically perpetuate consistent and proven ways of working which achieve measurable results. Such systems operationalise the conventional and maintain the ‘status quo’. Conversely, innovations do not implement themselves and new ways of ‘thinking’ and ‘doing’ require to be designed, trialled, and put in place. People innovate and initiate change and it is necessary when seeking to initiate changes such as ‘entrepreneurial policing’ to assess the entrepreneurial propensities and capacities of staff within an organisation because this is the starting place for both change and entrepreneurial action. As a consequence, various possibilities including utilising academic research methodologies as analytic tools are examined.

Entrepreneurship is one of the fastest growing disciplines at colleges and universities today. Programs span campuses offering traditional coursework and a variety of experiential learning options for students from all majors. While most agree that as much learning, if not more, occurs outside of the classroom, there has not been a model for integrating curricular and cocurricular components in entrepreneurship programs. Moreover, there has not been clear agreement on how to assess value from these programs.

To resolve this, we used a five-phase competency development process to create a customized learning model that engages the learner, the educator, and the community volunteer in the learning and assessment process at both the individual and program levels. This chapter presents a case study in a private, metropolitan university of 8200 students. The case study presents the problem and rationale, a history and overview of the application of competency-based education, and a five-stage process used to develop the model and apply the model to achieve a customized learning path for students in entrepreneurship.

The five-stage model of competency-based education can be applied to develop a customized learning approach and assessment path for students who study entrepreneurship. The use of a technology support platform can extend and simplify the use of this model and allow for the integration of curricular and cocurricular components of an experiential education.

This is a unique approach to integrating curricular and cocurricular education to provide a holistic experiential education for learners. The value of this program extends to faculty who assess learning and volunteers who participate in the learning experience. Specific attention is given to the challenges and process for curriculum mapping and the use of this model for assessment.