Understanding analogical reasoning : viewpoints from psychology and related disciplines

Analogy and metaphor have a long history of study in linguistics, education, philosophy and psychology. Consensus over what analogy is or how analogy functions in language and thought, however, has been elusive. This paper, the first in a two part series, examines these various research traditions, attempting to bring out major lines of agreement over the role of analogy in individual human experience. As well as being a general literature review which may be helpful for newcomers to the study of analogy, this paper attempts to extract from these literatures existing theories, models and concepts which may be interesting or useful for computational studies of analogical reasoning

Industrial Dynamics Why Connections Matter

Transaction costs

Retrieval, reuse, revision and retention in case-based reasoning

El original está disponible en www.journals.cambridge.orgCase-based reasoning (CBR) is an approach to problem solving that emphasizes the role of prior experience during future problem solving (i.e., new problems are solved by reusing and if necessary adapting the solutions to similar problems that were solved in the past). It has enjoyed considerable success in a wide variety of problem solving tasks and domains. Following a brief overview of the traditional problem-solving cycle in CBR, we examine the cognitive science foundations of CBR and its relationship to analogical reasoning. We then review a representative selection of CBR research in the past few decades on aspects of retrieval, reuse, revision, and retention.Peer reviewe

The strategic relevance of business relationships: a preliminary assessment

The ubiquitous contention within the Industrial Networks literature - that business relationships are one of the firm´s most important resources - has not been, in our viewpoint, thoroughly explored. Hence we argue that the ‘Resource-based View of the Firm’ (‘RBV’) may complement the network-based reasoning on the strategic relevance of business relationships. A theoretical framework is proposed – a competence-based view of the firm – which solves RBV´s terminological and inconsistency problems and, more importantly, assures compatibility with the network perspective´s assumptions. The possibility of cross-fertilizing the Industrial Networks and RBV theories seems not only real, but also conceptually profitable for both theoretical fields.Business Relationships, Industrial Networks, Resource-Based View of the Firm, Competence-Based View of the Firm

Structure preserving specification languages for knowledge-based systems

Much of the work on validation and verification of knowledge based systems (KBSs) has been done in terms of implementation languages (mostly rule-based languages). Recent papers have argued that it is advantageous to do validation and verification in terms of a more abstract and formal specification of the system. However, constructing such formal specifications is a difficult task. This paper proposes the use of formal specification languages for KBS-development that are closely based on the structure of informal knowledge-models. The use of such formal languages has as advantages that (i) we can give strong support for the construction of a formal specification, namely on the basis of the informal description of the system; and (ii) we can use the structural correspondence to verify that the formal specification does indeed capture the informally stated requirements

Resources, Capabilities, and Routines in Public Organization

States, state agencies, multilateral agencies, and other non-market actors are relatively under-studied in the strategic entrepreneurship literature. While important contributions examining public decision makers have been made within the agency-theoretic and transaction-cost traditions, there is little research that builds on resource-based, dynamic capabilities, and behavioral approaches to organizations. Yet public organizations can be usefully characterized as stocks of physical, organizational, and human resources; they interact with other organizations in pursuing a type of competitive advantage; they can possess excess capacity, and may grow and diversify in part according to Penrosean (dynamic) capabilities and behavioral logic. Public organizations may be managed as stewards of resources, capabilities, and routines. This paper shows how resource-based, (dynamic) capabilities, and behavioral approaches shed light on the nature and governance of public organizations and suggests a research agenda for public entrepreneurship that reflects insights gained from applying strategic management theory to public organization.