Увага! Змінено електронну адресу для прийому статей


Звідки Ви дізналися про наш сайт ?

Cognitive governance. Cognitive mapping and cognitive conflicts. Structural analysis with the MICMAC method



Cognitive governance. Cognitive mapping and cognitive conflicts. Structural analysis with the MICMAC method



Nassreddine, Garoui

Бібліографічний опис:

(Bibliographic description)

Nassreddine G. Cognitive governance. Cognitive mapping and cognitive conflicts. Structural analysis with the MICMAC method [Електронний ресурс] / Garoui Nassreddine, Jarboui Anis// Соціально-економічні проблеми і держава. — 2014. — Вип. 1 (10). — С. 59-70. — Режим доступу до журн.: http://sepd.tntu.edu.ua/images/stories/pdf/2014/14ngatmm.pdf.

Дата публікації:

(Date of publication)





Ключові слова:

(Key words)

cognitive map
governance cognitive
cognitive conflicts



Випуск 1 (10);

Короткий огляд (реферат):

(Short preview)

This research aims to achieve a better understanding of the modes of conceptualization and thinking on issues of governance. It is part of a cognitive approach, to our knowledge unprecedented. This research has shown that the mapping concepts of governance can provide the original performance and meaningful. The purpose was to plot the thought of governance actors in the form of a cognitive map and analyze it. The results highlighted the relative importance of the concepts they used, the dimensions from which they structured more or less consciously here own thoughts, the nature and characteristics of the concepts they considered primarily as an explanation or consequences (or both).They allowed characterizing very special or very precise structure and content of the thought of these actors. The construction of collective cognitive maps is to help structure the relationship between governance actors in the sense that it will detect the conflict relations of cognitive order. The cognitive map is by definition a representation of mental models of actors on any topic. Actors of governance have not the same definitions of the concepts of governance that represents for us a sort of cognitive conflict and hence through cognitive mapping can map the concentration of these conflicts and we are still looking for more to show the effectiveness governance mechanisms to resolve these conflicts.


(Уніфікований ідентифікатор ресурсу)

ISSN: 2223-3822

Розташовується в колекціях:

(Is situated in collections)

Журнал „Соціально-економічні проблеми і держава“, 2014, Випуск 1(10)



1. Axelrod R. Structure of Decision: the Cognitive Maps of Political Elites, Princeton University Press, 1976.

2. Barr, P. S., Stimpert J. L., Huff A. S. Cognitive Change, Strategic Action, and Organizational Renewal, Strategic Management Journal, 1992, Vol. 13 (Summer Special Issue), pp. 15-36.

3. Bougon, M. G. Uncovering Cognitive Maps: The Self-Q Technique, in G. Morgan (dir.), Beyond Method: Strategies for Social Research, Beverly Hills, CA: Sage, 1983, pp. 173-188.

4. Bougon, M. G., Weick K. E., Binkhorst D. Cognition in Organizations: An Analysis of the Utrecht Jazz Orchestra, Administrative Science Quarterly, 1977, Vol. 22 (4), pp. 606-639.

5. Cossette, P. A Systematic Method to Articulate Strategic Vision: An Illustration with a Small Business Owner Manager, Journal of Enterprising Culture, 2001, Vol. 9(2), pp. 173-199.

6. Cossette P., Audet M. Mapping of an idiosyncratic schema. Journal of Management Studies, 1992, Vol. 29(3), pp. 325-347.

7. Eden C., Jones S., Sims D. Messing about in problems, Oxford, Pergamon, 1983.

8. Eden, C., Ackermann F. Making Strategy: The Journey of Strategic Management, London, Sage, 1998.

9. Fiol C.M., Huff A.S. Maps for managers: Where are we? Where do we go from here?", Journal of Management Studies, 1992, Vol. 29, No. 3, pp. 267-285.

10. Ford J. D., Hegarty W. H. Decision Makers’ Beliefs about the Causes and Effects of Structure: An Exploratory Study, Academy of Management Journal, 1984, Vol. 27(2), pp. 271-291.

11. Huff, A.S., V. Narapareddy, Fletcher K.E. Coding the causal association of concepts, 1990, p. 311-325.

12. Langfield-Smith K. Exploring the need for a shared cognitive map, Journal of Management Studies, 1992, Vol. 29, No. 3, may, pp. 349-368.

13. Langlois Richard N., Foss Nicolai J. Capabilities and Governance: The Rebirth of Production in the Theory of Economic Organization, Kyklos, Blackwell Publishing, 1999, Vol. 52(2), pp. 201-18.

14. Lazonick W., O’sullivan M. Perspectives on Corporate Governance, Innovation and Economic Performance, CGEP, Insead, 2000, June.

15. Nonaka I. Dynamic Theory of Organizational Knowledge Creation. Organizational Science, Vol. 5, No. 1, février 1994, pp. 14-37, pp. 606-639.

16. Reger, R. K. Managerial Thought Structures and Competitive Positioning, in A. S. Huff (dir.), Mapping Strategic Thought, Chichester: Wiley, 1990, pp. 89-108.

17. Swan, J. A., Newell S. Making Sense of Technological Innovation: The Political and Social Dynamics of Cognition, in C. Eden et J. C. Spender (dir.), Managerial and Organizational Cognition, London, Sage, 1998, pp. 108-129.

18. Teece, D. J., Pisano G. The dynamic capabilities of firms: An introduction, Industrial and Corporate Change, 1994, Vol. 3(3), pp. 537-556.