Casual Mapping as a Tool to Elicit Casual Ambiguity

Abstract

By gaining an appreciation of the underlying basis for success and reducing causal ambiguity, it’sargued that firm’s performance can be managed better. By identifying and managing resources andassociated patterns long term growth and superior performance can be achieved. However, there arefew research methods available that support scholars or managers in this pursuit. This paper, whichadopts a resource-based view of the firm conceptual lens and a strategy as practice perspective, aimsto rectify this by exploring the use of causal mapping to identify and understand both the resourcesand the patterns of resources. Thus scholars will gain a better appreciation of the systemic nature ofresources, and managers will be able to exploit the resources.