Comparing Methods for Mapping Organizational Cognition

Abstract

This paper presents a field study exploring the differences between two methods of mapping organizational cognition — social representation and causal mapping. After introducing the two methods and describing the mapping procedures in detail, the paper discusses the different outcomes yielded by the two methodologies. Conditions of use and intrinsic limitations of each method are then examined in the light of the results. The paper concludes with some reflections on the notion and practice of mapping organizational cognition.