Figures of the third edition of the book


All illustrations in this third edition have been remade and a graphical language of design has been developed in order to illustratively be able to describe all the methodological and empirical themes of the book. Also, in many cases the illustrations build on each other in order to further deepen the pedagogic ability of this graphical language of design to communicate aspects in theoretical and practical aspects of methodology, which could be difficult to comprehend.

You can get a preview of some of the figures in the book by hovering/clicking on those marked in blue.


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Close Connections!
How to Avoid Cookbook KnowledgeFigure-1.2
What Determines What?
Methods and Application of Methods - The Green Light!
Theory of Science
Paradigm
Operative Paradigm
Theory of Science and MethodologyFigure-1.8
Paradigm and Operative Paradigm
Methodics and Methodical Procedures
Plan of the BookFigure-1.11
Study Area
With the Naked Eye
"Entrepreneur" in the Seventh Heaven
Seeing is Believing?
On the Whole
The Outlook
What is the Problem/the Opportunity?
Cast a Shadow over the Results!
The Boundary Between Explanatory and Understanding Knowledge
The Analytical View: The Whole is the Sum of its Parts
The Systems View: Synergy
The Actors View: Meaning Structures
The Black Sheep of the Cause-family
Cause and Effect
More Causes Make a Better Explanation in the Analytical View
All Factors are Necessary in the Systems View
Producer-Product Connections
Multifinality and Equifinality
Objectified Reality in the Actors View
Different Meaning Structures
Finite Provinces of Meaning in Dialectic Relations
A Summary of Actors View Models
The Dialectic Methodology of the Actors View
The Normal Hypothesis
Importance of Background and Intervening Factors
Cyclical Nature of Creating Knowledge in the Analytical ViewFigure-4.3
Is Q a Star?
McKinsey's 7S-model
The Cluster Diamond
The Italian Village Business Circle
Three Principles for Creating Systems KnowledgeFigure-5.5
A System
Open and Closed Systems
Magnifying Levels of Models and Interpretations
Concrete Systems Relations
Systems Relations in How a Group's Unity Functions
The Arbnor Uncertainty Principle
Knowledge Ambitions
Simultaneous ProcessesFigure-6.3
The Subjectification of a Person or Actor
Social Construction of Reality
Social Dialectics and Everyday Reality
Metatheories
The Actor and the Meaning of Language
Specialized Realities
Dialectically Based Denotation
Actors View Models and Denotation of Conceptual Meaning
Language Development
Operative Paradigms Create Fit
Types of Direct Observation
Experimental and Control Groups in an Experiment
Validity and Reliability
Actors Approach Requirements for Objectivity
A Systems Diagram
O'Brien's Model for Senior Management
A Plan for Determining Problems
Plans for Analytical Approach Studies
A Plan for Studies Determining Finality Relations
The Dialectics of an Actors Approach Study
The Cores of CrealiabilityFigure-9.5
Potential Causes of Business Bankruptcies
GEM Conceptual Model
GEM Adult Population Survey: Schematic of the Interview Structure
Prevalence Rates of Entrepreneurial Activity Across Countries in 2006
Organization Chart
Grant's Three-Stage Study
Work Sequence in a CCM Department
Systems Proposal for the TCM Department
Stewart Grant's Formulation of the Problem
Various Ways to Look at Culture
The Methodic Plan of the Cultural Study
The Business Culture from a Structural Perspective
The Flow of Experimental Acts
Groups of Talks and Informal Deliberations
Categories and Sources of Organizational Documentary Material
Recommendation Procedures
An OverviewFigure-13.1
Methodology of Complementarity
Principal Case A
Principal Case B
Principal Case C
The Cores of Crealiability of Complementarity
External Pressures
The Decision System
Systems Relations in the Experiment
Systems Relations for Energizing the Processes
The Codetermination Act as a Crash
The Innovation System
The Dialectic Methodics of the Actors Approach as Transformative Operator
MultiProfessional Dynamics
Business Opportunity!
The Arbnor Business Creating • Intelligence CycleFigure-15.2

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