LINKING CHANGES IN REVEALED CAUSAL MAPS AND ENVIRONMENTAL CHANGE: AN EMPIRICAL STUDY
分析一家公司20年间高层管理团队的认知地图，发现其与环境实际变化不完全匹配，决策者高估或低估了某些环境因素。
ABSTRACT This article explores the cognitive maps of the dominant coalition of one firm over time. It begins with an overview of the cognitive mapping literature and discusses ‘revealed cognitive maps’ as one strategy for measuring managerial cognitive structures. Next, the revealed cognitive maps from one company over a 20‐year period are analysed for their fit with the company's environmental context. The data suggest that the fit between cognitive structures and the environment was less than perfect, and that decision‐makers both under‐identified and over‐identified certain environmental factors. These and other data are discussed within the context of a cognitive approach to managerial thinking.