A Feedback Learning and Mental Models Perspective on Strategic Decision Making

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A Feedback Learning and Mental Models Perspective on Strategic Decision Making

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dc.contributor.author Capelo, Carlos
dc.contributor.author Dias, João Ferreira
dc.date.accessioned 2011-05-19T16:40:10Z
dc.date.available 2011-05-19T16:40:10Z
dc.date.issued 2009-04
dc.identifier.citation Capelo, C.; Dias, J. (2009). A Feedback Learning and Mental Models Perspective on Strategic Decision Making. Educational Technology Research & Development, 57, pp 629-644. pt
dc.identifier.uri http://hdl.handle.net/10437/1188
dc.description.abstract This study aims to be a contribution to a theoretical model that explains the effectiveness of the learning and decision-making processes by means of a feedback and mental models perspective. With appropriate mental models, managers should be able to improve their capacity to deal with dynamically complex contexts, in order to achieve long-term success. We present a set of hypotheses about the influence of feedback information and systems thinking facilitation on mental models and management performance. We explore, under controlled conditions, the role of mental models in terms of structure and behaviour. A test based on a simulation experiment with a system dynamics model was performed. Three out of the four hypotheses were confirmed. Causal diagramming positively influences mental model structure similarity, mental model structure similarity positively influences mental model behaviour similarity, and mental model behaviour similarity positively influences the quality of the decision pt
dc.format application/pdf
dc.language.iso eng pt
dc.publisher Springer pt
dc.rights openAccess
dc.subject MENTAL MODELS pt
dc.subject DOUBLE-LOOP LEARNING pt
dc.subject SYSTEMS THINKING pt
dc.subject SIMULATION EXPERIMENT pt
dc.title A Feedback Learning and Mental Models Perspective on Strategic Decision Making pt
dc.type article pt


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