**Performance Management by Causal Mapping: An Application Field of Knowledge Management** Performance Management by Causal Mapping:

DOI: 10.5772/intechopen.70297

An Application Field of Knowledge Management

Sarah Kölbel, Wolfgang Ossadnik and Stefan Gergeleit Sarah Kölbel, Wolfgang Ossadnik and

Additional information is available at the end of the chapter Stefan Gergeleit

http://dx.doi.org/10.5772/intechopen.70297 Additional information is available at the end of the chapter

### Abstract

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As implied by the performance management (PM) concept, modern corporate management has to focus on cause-and-effect relationships underlying a firm´s financial performance generation. To determine the causes of financially desirable effects, subject-bound experiences and knowledge of employees, called tacit knowledge, should be realised. For this, knowledge management (KM) offers various elicitation techniques to reveal corporate-specific success factors (SFs) of financial performance generation from the corporate experts´ implicit knowledge. The identified factors have to be organised within a network of cause-and-effect relationships. In this framework, PM can apply the instrument of mapping to structure the individually revealed knowledge, to aggregate and visualise it for the entire company. For a valid representation of the causal relationships, the subjective bias arising within the mentioned process has to be minimised. In the literature, a variety of mapping methods can be found that differ in their approaches and their level of significance. As such a method, causal mapping will be presented in this paper. For providing intersubjectivity, the decision-making trail and evaluation laboratory (DEMATEL) as a multi-criteria approach will be debated in the context of mapping as a research field.

Keywords: causal mapping, knowledgemanagement, performancemanagement, implicit knowledge, explicit knowledge, success factors, DEMATEL, subjectivity, intersubjectivity
