Cover -- Contents -- List of Tables and Figures -- Notes on Contributors -- Introduction -- Part I: Methods for directly discovering managerial knowledge -- Chapter 1 - Mapping successful organizational routines -- Chapter 2 - Linking content to process: How mental models of the customer enhance the creative strategy processes -- Chapter 3 - Enabling strategic metaphor in conversation: A technique of cognitive sculpting for explicating knowledge -- Part II: Inferring managerial knowledge -- Chapter 4 - Gaining understanding in a complex cause-effect policy domain -- Chapter 5 - Entrepreneurial narratives and the dominant logics of high-growth firms -- Chapter 6 - Spatializing knowledge: Placing the knowledge community of Motor Sport Valley -- Part III: Theoretic and methodological issues -- Chapter 7 - A mapping framework for strategy making -- Chapter 8 - The individual in the strategy process: Insights from behavioural decision research and cognitive mapping -- Chapter 9 - Facilitating group cognitive mapping of core competencies -- Chapter 10 - Using a knowledge-based system to study strategic options -- Annotated Bibliography -- Index.