Butterfly in hand

Knowledge Visualisation for Strategic Decision Making in the Digital Age  

Call for papers for: Management Decision

This Special Issue will open for submissions 15th September 2020

Special Issue Deadline: 15th January 2020

Guest Editors 

Prof. Giovanni Schiuma, University of Basilicata 

Prof. Tatiana Gavrilova, Graduate School of Management, St. Petersburg State University 

Prof. Daniela Carlucci, University of Basilicata 

 

Research and practice have long acknowledged the importance of leveraging and managing information and knowledge as a strategic resource for organisational grow, competitiveness, sustainability and innovation (e.g. Boisot, 1998; Grant, 1996; Heiseg et al., 2016; Sirmon,Hitt, Ireland, & Gilbert, 2011; Schiuma et al., 2012; Teece, 2007). In today’s digital age the technological advances have further pushed the need for knowledge management to the forefront, and XXI century organisations are facing and exploiting the data “explosion”, by navigating into an ocean of information coming from different sources, sites and stakeholders (Gavrilova et al., 2017). Indeed, the proliferation of data and the development of advanced technologies are transforming the way organisations manage, integrate and deploy their competences, take strategic decisions, operate their businesses models, drive value creation mechanisms to meet diversified stakeholders’ wants and needs. In this context, the approaches, models and tools for the visual representation of information and knowledge are fundamental management means to process data and information, to support the knowledge management and defining new ways of knowing. 

Many scholars have highlighted the importance of the use of diagrams, graphics, schemas, mind maps, social graphs captured in real-time (see: Berinato, 2016; Eppler and Bresciani, 2013; Eppler and Platts, 2009; Holsapple, 2005; Miah et al., 2017; Tor Helge and Ahmad, 2018). The visual representations of information and knowledge have been pointed out as an essential dimension of modern knowledge management to support decision making (Eden and Ackermann, 1998; Eppler and Platts, 2009; Foil and Huff, 1992; Lohse et al., 1994; Lurie and Mason, 2007; Miah et al., 2017; Schiuma et al. 2012; Tan and Platts, 2003; Tufte et al., 1990). In particular, the information visualisation represents the way to enhance managerial judgement by transforming raw data and information into accessible forms of representations to extract knowledge. On the other hand, the approaches and tools of visualisation can support the management and assessment of knowledge within organisations by providing managerial means for knowledge translation, knowledge transfer and sharing, knowledge codification, knowledge creation and more general knowledge management for decision-making (Eppler and Burkhard, 2007; Burkhard, 2005; Cañas et al. 2005; Duke et al., 2005; Eppler, 2013).  

As a result, knowledge visualisation is emerging as an area of research which explores the what, why and how knowledge can be represented for knowledge management purposes, particularly, for strategic decision making (Burkhard, 2006; Cañas et al. 2005; Eppler, 2013; Eppler and Burkhard, 2007; Meyer, 2008). Indeed the representation of knowledge is particularly meaningful in the strategic decision making context where the type, reasons, ways, meaning and scope of knowledge visualisation can affect the operation, the organisational behaviour and the company governance. This is even more relevant taking into account that in today’s business landscape decisions and relations are becoming more and more fluid, and consequently decisions cannot be imposed but increasingly emerge from the interactions among several stakeholders (Del Giudice et al., 2016). 

The growing relevance of knowledge visualisation in supporting strategic management decision calls for a more in-depth investigation of the approaches, models, processes and tools supporting the creation, representation, structuring, retrieving, transfer, exchange and integration of knowledge at the core of organisational value creation dynamics, strategic business performance improvements and the governance of corporate behaviour. 

Thus, this special issue aims to provide fresh insights about approaches, models, processes and tools of knowledge visualisation for timely and effective strategic decision making in organisations. 

 

Topics for the Special Issue 

Knowledge visualisation, as a new research domain at the intersection of several fields such as knowledge management studies, computer science, psychology, and design, offers many promising research avenues. 

In this special issue, both conceptual and empirical submissions are invited to investigate the emerging avenue which matches knowledge visualisation with strategic decision making, through both theoretical and practical lenses. 

The contributions may address, but are not limited to, the following research topics: 

  • Perspectives and good practices in knowledge visualisation for strategic decision making 
  • Big data and knowledge visualisation for strategic decision making 
  • Knowledge visualisation methods, models and tools in strategic decision making 
  • Knowledge visualisation, learning processes and knowledge sharing in decision making 
  • Knowledge assets visualisation for performance management 
  • Knowledge assets visualisation in business strategy  
  • Knowledge visualisation and digital business transformation 
  • Collaborative decision making and knowledge visualisation 
  • Benefits and risks of knowledge visualization in innovation decisions 
  • Combining virtual and real visualization to generate and transfer knowledge in decision making 
  • Lessons learnt and case studies 

Submission Information

Submissions to the special issue should be sent electronically through the "Management Decision" ScholarOne System. The manuscripts must be prepared in accordance with the author guidelines given in the website of the journal "Management Decision": https://mc.manuscriptcentral.com/md

When submitting, please be sure to select the correct Special issue title from the drop-down menu.

 

References 

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Boisot, M. H. (1998). Knowledge assets: Securing competitive advantage in the information economy. OUP Oxford. 

Burkhard, R. A. (2006). Is it now time to establish visualization science as a scientific discipline? In IV ’06: Proceedings of the conference on Information Visualization, pages 189–194, Washington, DC, USA, IEEE Computer Society. 

Cañas, A. J., Carff, R., Hill, G., Carvalho, M., Arguedas, M., Eskridge, T. C., & Carvajal, R. (2005). Concept maps: Integrating knowledge and information visualization. In Knowledge and information visualization (pp. 205-219). Springer, Berlin, Heidelberg. 

Eden, C., & Ackermann, F. (1998). Analysing and comparing idiographic causal maps. Managerial and organizational cognition: Theory, methods and research, 192-209. 

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Eppler, M. J., & Bresciani, S. (2013). Visualization in management: From communication to collaboration. A response to Zhang. Journal of Visual Languages & Computing, 24(2), 146-149. 

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Gavrilova, T., Alsufyev, A., Grinberg, E., & Mailov, E. (2017). Knowledge Visualization as a new Discipline: Swiss Bias. In 18th European Conference on Knowledge Management (ECKM 2017) (Vol. 1). Academic Conferences and publishing limited. 

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Aas, T. H., & Alaassar, A. (2018). The Impact Of Visual Performance Management On Decision-Making In The Entrepreneurial Process. International Journal of Innovation Management, 1840002. 

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