Walking between decision models: analogising in strategic decision making

Purpose - To explore the characteristics of situations where managers analogise, and when they change to a different decision model; examine how the analogies are evoked, what characteristics they have and how they are used, and add to the understanding through taking a qualitative approach.Design/methodology/approach - This is an illustrative case study of a new market entry attempt by a medium-sized manufacturing firm based on interviews and analytical dialogues with management team members.Findings - Decision-makers analogise when cause/effect-relationships are unclear, and change decision models when the analogy has helped to formulate a theory of the nature of the problem or a recipe for handling the situation. They evoke analogies by automatic recognition, using internal and external sources, for transfer within and between domains. The use of analogy occurs in problem-setting, problem-solving, action and sensemaking modes.Research limitations/implications - Misunderstandings can occur in dialogue between researchers and decision-makers. Future interpretive research should consider participant observation and conceptual modelling. A computational study might incorporate situational differences, roles, and the issues identified in this study.Practical implications - Awareness of the prevalence of analogy in decision making can help practitioners critically evaluate the analogies used and consider multiple perspectives on problematic situations.Originality/value - The article adds to the literature by taking a qualitative approach to analogising. The findings offer some support to prior research using laboratory and analytical approaches, while suggesting reconsiderations and offering new insights.Validerad; 2008; 20080909 (anders_n