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This chapter’s focus is comparative causal mapping (CCM) methods in MOC research. For a background, the chapter discusses first the conceptual (cognitive theoretic) basis in typical CCM studies and its implications for understanding the target phenomena and for CCM methods. Next, it presents the CMAP3 software and describes its operating logic and main functions. Third, the chapter describes how to use CMAP3 in three prototypical cases of CCM, each characterized by different research objectives, kinds of data, and methods of data acquisition but also by potential dilemmas. The chapter concludes by speculating about the future directions of causal mapping and suggesting some ideas for developing in particular large-N CCM methods.

Research has highlighted the cognitive nature of the business model intended as a cognitive representation describing a business’ value creation and value capture activities. Although the content of the business model has been extensively investigated from this perspective, less attention has been paid to the business model’s causal structure – that is the pattern of cause-effect relations that, in top managers’ or entrepreneurs’ understandings, link value creation and value capture activities. Building on the strategic cognition literature, this paper argues that conceptualizing and analysing business models as cognitive maps can shed light on four important properties of a business model’s causal structure: the levels of complexity, focus and clustering that characterize the causal structure and the mechanisms underlying the causal links featured in that structure. I use examples of business models drawn from the literature as illustrations to describe these four properties. Finally, I discuss the value of a cognitive mapping approach for augmenting extant theories and practices of business model design.

The strategy map represents a major contribution to the theory and practice of performance management. However, it has failed to realize its full potential due to a lack of theoretical and conceptual development. Therefore, the purpose of this paper is to revisit the theories of strategy maps to better understand how and in what circumstances they benefit performance management.

The study employs realist synthesis, a method of systematic literature review. A theory on how strategy maps work is extracted from performance management literature, which are subsequently evaluated through a critical examination of empirical studies.

A theory of how strategy maps are meant work is presented in relation to the generic performance management stages of problem structuring, development and use, where they can serve as a tool for discovery and by stimulating social interactions. Based on the findings, 12 propositions are offered related to the effective use of strategy maps within a performance management framework.

The introduction of the strategy map to performance management represented a breakthrough in how organizational performance could be understood and communicated. This study goes a step further by considering how they work and in what circumstances. In so doing, the study aims to open the way for new and more effective applications of strategy maps within the changing performance management context.

This study provides practitioners with actionable propositions which can help in effectively using strategy maps.

Distinguishing the aims and mechanisms of the strategy map along performance management systems has the potential to greatly increase their effectiveness in practice as a powerful, but underutilized tool. This paper also demonstrates how realist synthesis, currently an uncommon method in management studies, facilitated the creation of a new perspective of strategy maps to fit specifically within performance management.

This paper aims to develop a causal feedback structure that explains the dynamics of entrepreneurship development in Iran’s photovoltaic (PV) technological innovation system (TIS) to design effective policy interventions for fostering PV innovation.

This study adopts the system dynamics approach to develop the causal structure model. The methodology follows a systematic method to elicit the causal structure from qualitative data gathered by interviewing several stakeholders with extensive knowledge about different aspects of Iran’s PV TIS.

Lack of technological knowledge and financial resources within Iranian PV panel-producing firms are the main barriers to entrepreneurship development in Iran’s PV TIS. This study proposes two policy enforcement mechanisms to tackle these problems. The proposed feedback mechanisms contribute to the domestic PV market size and knowledge transfer from public research organizations to the PV industry.

The proposed policy mechanisms aid Iranian policymakers in designing effective policy interventions stimulating innovation in Iran’s PV industry.

The main contributions of this study include conceptualizing the causal structure capturing entrepreneurship dynamics in emerging PV TIS and proposing policy mechanisms fostering entrepreneurship and innovation in PV sectors.

This paper aims to measure the human resource (HR) flexibility and firm performances confirmatory model and to map the causal relation structures in the HR flexibility and firm performance dimensions using the DEMATEL method.

Data were collected from leading national and multinational information technology (IT) firms operating in the southern part of India. Confirmatory factor analysis was used to measure the confirmatory model, and the DEMATEL method was used to map the causal relation among the dimensions of HR flexibility and firm performance.

HR flexibility could exist across IT firms. Organisations are required to anticipate and respond promptly to changing conditions in such a way that both technical and stakeholders’ complexity are effectively managed.

The study was conducted at leading national and multinational IT firms operating in the southern part of India.

HR flexibility allows employees with a wide variety of work styles and lifestyles to be successful contributors, to advance and to lead in the parent firm. It brings out diversity and individuality, shared responsibility, wholeness, etc., among the employees. It applies to work schedules and career paths across the organisation. IT firms are advised to adopt an external focus, an organic and employee-oriented approach and long-term orientation.

Confirming the measurement model and mapping the causal relationship among the dimensions of HR flexibility and firm performance would be the novel contributions to the research in the areas of HR flexibility and firm performance with regard to IT firms. This paper contributes to the literature by theoretically and empirically investigating such relationships, thereby addressing the research gaps reviewed from literature.

By using two cognitive tools, metaphors and analogies, structural concepts can be made more observable and touchable for architects. These tools can help architects and designers to physically demonstrate structural concepts for better understanding. Since familiarity with the structural concepts is imperative for architects, it is important to determine the extent in which architects sharpen and solidify their understanding of structural concept using two very valuable cognitive tools, metaphors and analogies. Although in recent years, the number of studies focusing on the usage of metaphor and analogy was on the rise, very few works have included views and opinions of correspondent users in the architectural domain. Furthermore, having both metaphor and analogy under one investigation could help the researcher to see which one, metaphor or analogy, professional architects prefer to use more and which one of them architects use in various stages in their design process. In this regard, purposive sampling was applied to collect the data from ten professional Iranian architects who had the experience of working in this domain for more than 10 years. The participants of this study went through a semi-structured interview and their reports were analysed qualitatively. The findings reveal that while designing, Iranian professional architects do not have any preferences because they can equally apply both metaphors and analogies, but when dealing with their students in academic setting, using metaphor as a cognitive tool can lead to better results. Furthermore, Iranian architects use metaphor more in the initial stages of the architectural design process because according to them this physiognomic perception enhance understanding of a design situation and stimulate creative solutions to the problem at hand. Conversely, analogy is mainly used in the concept generation phase.

The accelerating business transformation through Industry 4.0 (I4.0) is expected to create significant value in the manufacturing industry by delivering considerably high productivity, superior quality, better efficiency and effectiveness. However, its evolutionary processes have far-reaching challenging for humanity. This has triggered a need to analyze the impact of I4.0 on various people-centric variables (PCVs).

This paper attempts to analyze the interrelationship dynamics between the PCVs in the current digital-industry ecosystem using a focus-group approach and causal loop diagrams. Application of the SWARA (stepwise weight assessment ratio analysis) methodology has provided its prioritized ranking in terms of importance.

The study has highlighted that I4.0 has a significant influence on five of the 13 PCVs – human quality of life, digital dexterity, high-skilled talent, low-skilled employment and creativity which contribute to 80% of the total impact.

The prioritized weights of the human factors from the SWARA approach have facilitated the assessment of the Human Resource Development Index (HRDI). The study is also contributing in enriching the literature on the human impact of the growing I4.0 and triggered the researchers to study further its adverse impact on critical human factors.

1. The paper pertains to debates on a very critical issue of impact of integration of the current intelligent digital technologies in manufacturing and services to transform businesses to be more flexible and agile.

2. This paper features I4.0 as a technology that allows integration of new products in the existing production lines, one-off manufacturing runs and high mix manufacturing.

3. The paper also highlights major adjustments in operational activities, processes, supply chain, and organizational redesign due to I4.0 adoption.

4. The current research study has significantly enriched the literature on the I4.0 impact on people-centric variables (PCVs) using the SWARA method. The use of the Causal Loop Diagram has very aptly brought out the type of causality (polarity) between the different PCVs in the growth of I4.0.

The paper pertains to debates on a very critical issue of impact of integration of the current intelligent digital technologies in manufacturing and services to transform businesses to be more flexible and agile.

This paper features I4.0 as a technology that allows integration of new products in the existing production lines, one-off manufacturing runs and high mix manufacturing.

The paper also highlights major adjustments in operational activities, processes, supply chain, and organizational redesign due to I4.0 adoption.

The current research study has significantly enriched the literature on the I4.0 impact on people-centric variables (PCVs) using the SWARA method. The use of the Causal Loop Diagram has very aptly brought out the type of causality (polarity) between the different PCVs in the growth of I4.0.

The main purpose of this paper is developing a framework for human resource strategy (HRS) planning based on knowledge maps in organizations.

Considering literature review of HRS planning in one hand and knowledge mapping in another hand to develop a framework, and then deploying this framework in a company as case study.

A knowledge map-driven framework for HRS formulation, which attempts to improve the process of HRS, is the main finding of this research. The results of the implementation of this model in a knowledge-based IT company may show its potential capability for deploying the model in similar corporations for better formulation of HRS.

Linking of HRS with knowledge maps is quite new. This paper opens up new outlines in human resource management from a knowledge-based point of view. It may have value for experts who work and research in both areas especially in the field of human resources in knowledge-based organizations.

Mergers and acquisitions (M&As) have drawn the attention of researchers for several decades. Many studies have investigated the factors apparently influencing the success of an M&A deal, leading to an extensive, yet extremely fragmented body of knowledge. Although the logical quest for integration has been expressed by several authors, in most cases investigations focus only on details of M&As. The aim of this paper is to offer a different way of synthesis that allows testing well‐established theories of post‐merger integration processes.

With the help of a literature‐based system dynamics (SD) model, the paper opens up a new perspective on the organizational processes occurring during post‐merger integration. Particular emphasis is put on the investigation of capability transfer, the change of corporate culture, and the employees' perception of the integration process.

The model‐based analysis delivers explanations for the contradicting results of many empirical studies, based on the structural integration of a broad body of knowledge and the analysis of simulation runs. The paper suggests that SD models may be used as a means to achieve a more consistent conceptual integration than usual “theoretical frameworks” can provide.

Since the model is primarily based on theoretical ideas, an empirical validation of results seems most critical. Additionally, the linkage to organizational performance measures may need additional modelling effort.

The paper demonstrates the various interrelationships between organizational capabilities, culture, and employee commitment of two merging companies.

The paper is one of the few that strives for an integrated perspective on post‐merger phenomena.

The basic purpose of this study is to increase the installation rate of mobile games and their life cycle. Little research has been conducted into the competitive market of mobile games and word-of-mouth (WOM), advertisement and quality simultaneously. In this paper, the authors aim to assist developers with a better understanding of how to invest in the game industry.

The primitive modeling has been made based on the Bass diffusion model and its extensions using features related to the game industry. Modeling and simulation have been performed using the system dynamics method.

The results show that if game developers only focus on advertising at the introduction of the game to the market, and neglect quality features, uninstall rate of adopters increases and the game life cycle decreases. And if developers only focus on the quality improvement of the game, and ignore advertisement, they couldn't create enough WOM and thus game installation wouldn't grow enough to create revenue. Furthermore, as long as the pleasure of the game is high for its adopters, developers shouldn't give up on investing in advertising to create even higher WOM. And also in communities with higher levels of variety-seeking among game players, quality is important at the start and advertisement is vital in the following steps of the game life cycle. And if the contact rate among people is high, developers could focus on quality more than the advertisement.

Even though WOM in mobile game installation is crucial, fewer studies have been done in this area and they only address the problem using qualitative or statistical methods. The quantitative system dynamics approach based on the Bass diffusion model, used in this research, fixes the shortcomings of the previous studies. Moreover, due to serious competition in the mobile game industry, only those developers can remain in the market who can predict the future trend of the game market. Furthermore, game development is a creative process and its key factors include engaging the gamers and monetizing.