Visual Strategizing: The Systematic Use of Visualization in the Strategic-Planning Process
By Martin J. Eppler, Ken W. Platts. 2009
297 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/f45cd895cb12b47f05359c2662a56a47faec375b
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In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- Corporate Foresight: Its Three Roles in Enhancing the Innovation Capacity of a Firm (2011, unknown): “• Top management suffers from an overflow of information and lacks the capacity to assess the potential impact of the issue at hand [38, 39].”
- A Phase Model of Intergenerational Learning in Organizations (2017, background): “Research on strategy development has suggested that using frameworks, clustering knowledge, or visualizing information canhelp to structure dataandexplorenovel insights in collaborative settings (e.g., Eppler & Platts, 2009; Heracleous & Jacobs, 2008).”
- Visual tools for business model innovation: Recommendations from a cognitive perspective (2017, unknown): “…of visual artefacts provide clear evidence that the choice for a specific visualization type has an important impact on the user’s cognitive processes and mental models (Card et al., 1999; Eppler and Bresciani, 2013; Eppler and Platts, 2009; Hegarty, 2011; Hyerle, 2009; Tversky, 2011; Upton, 1961).”