Chapter
2.2 Conceptual Framework for Strategic Actor Interactions
2.2.1 Two Key Axioms for Strategic Actor Interactions
2.2.2 Network Level Concepts: Actors, Relations, and Rules in Arenas
2.2.3 Actor Level Concepts: Values, Resources, and Perceptions
2.2.4 Conceptual Framework for Strategic Actor Interactions
2.3 Overview of Actor and Strategy Models
2.3.3 Justification of Claims
2.4 Step-Wise Approach for Actor and Strategy Modeling
2.4.1 Generic Stages and Steps
2.4.2 Linking the Preparation and Modeling Stages: Selecting a Modeling Approach
2.5 Challenges in Modeling Strategic Actor Interactions
2.5.1 Obtaining Reliable Data
2.5.2 All Models Are Wrong—and So Are Actor and Strategy Models
2.5.3 Actor Models as Exemplifying Theories
2.6 Summary and Further Reading
Part II Models and Applications
3 Scanning Your Actor Network as Part of Problem Diagnosis
3.1 Diagnosis for Strategic Interaction Problems
3.2 Stakeholder Analysis and Actor Network Scanning
3.3 Step-Wise Approach for Actor Network Scanning
3.3.1 Step 1: Initial Problem Statement
3.3.2 Step 2: Actor Identification
3.3.3 Step 3: Iterative Mapping of Actor Characteristics and Network Context
3.3.4 Step 4: Summarize Findings in Tables and Diagrams
3.3.5 Step 5: Implications for Further Use of Actor and Strategy Models
3.4 Case Application: Offshore Wind Energy
3.4.1 Step 1: Problem Statement
3.4.2 Step 2: Actor Identification
3.4.3 Step 3: Mapping Actor Characteristics and Network Context
3.4.4 Step 4: Summarize Findings in Tables and Diagrams
3.4.5 Step 5: Implications for Further Use of Actor and Strategy Models
3.5 Summary and Further Reading
3.5.1 Summary and Conclusion
4 Identifying, Structuring, and Measuring Values: Value-Focused Thinking
4.1 Values as Fundamental Drivers of Actor Processes
4.2 Value-Focused Thinking for Multi-actor Issues
4.2.1 Valuing and Creating Decision Alternatives
4.2.2 Concepts to Specify Values: Objectives, Criteria, Weights, and Utility
4.2.3 Using Value-Focused Thinking in Actor Modeling
4.3 Step-Wise Approach for Value-Focused Thinking for Multiple Actors
4.3.1 Step 1: Preparation
4.3.2 Step 2: Identifying and Structuring Objectives per Actor
4.3.3 Step 3: Specifying Objectives by Identifying Criteria
4.3.4 Step 4: Measuring Achievement of Objectives Through Value Models
4.3.5 Step 5: Compare and Contrast Values and Value Models Across Actors
4.3.6 Step 6: Presentation and Discussion of Results
4.4 Case Application: Rural Livelihoods in Tanzania
4.4.2 Identifying and Structuring Objectives per Actor
4.4.3 Specifying Objectives: Identification of Criteria
4.4.4 Measuring Achievement of Objectives
4.4.5 Comparing Value Models Across Actors and Identifying New Alternatives
4.4.6 Presentation and Discussion of Results
4.4.7 Reflection on the Case
4.5 Summary and Further Reading
4.5.1 Summary and Conclusion
Part II-B Resource Dependencies
5 Making a Move: Analysis of Options and Conflict Graphs
5.1 Strategic Use of Resources to Shape Environments
5.2.1 Resource Dependency and Other Theories of Organizational Action
5.2.2 Concepts in Game Theory and the Analysis of Options
5.2.3 Using the Analysis of Options and Conflict Graphs
5.3 Step-Wise Approach for Analysis of Options
5.3.1 Step 1: Preparation
5.3.2 Step 2: Move Discovery
5.3.3 Step 3: Outcome Discovery
5.3.4 Step 4: Structuring Results in Strategic Matrices and Option Tables
5.3.5 Step 5: Implications, Presentation and Discussion of the Results
5.4 Case Application: Volunteered Geographical Information
5.4.4 Option Table to Align Moves and Outcomes
5.4.5 Implications and Discussion of Results
5.5 Case Application: Solar Power
5.5.3 Outcome Discovery and Conflict Graph Construction
5.5.4 Complete Conflict Graph
5.5.5 Robustness and Validity of the Model
5.6 Summary and Further Reading
5.6.1 Summary and Conclusions
6 Appraising the Strategic Value of Information: Extensive Games
6.1 The Role of Resources and Information in Strategic Games
6.2 Game Theory and Social Dilemmas
6.2.2 Strategic Information in Games: Game Trees
6.2.3 Using Game Trees to Analyze the Role of Information in Games
6.3 Step-Wise Approach for Extensive Games
6.3.1 Step 1: Preparation
6.3.2 Step 2: Identify Players and Moves
6.3.3 Step 3: Develop Game Trees
6.3.4 Step 4: Analyze Game Trees
6.3.5 Step 5: Implications, Presentation and Discussion of Results
6.4 Case Application: Supply Chain Management
6.4.2 Identification of Players and Moves
6.4.3 Developing Game Trees
6.4.5 Implications, Presentation and Discussion
6.5 Summary and Further Reading
6.5.1 Summary and Conclusions
7 Looking for Coalitions: Cooperative Game Theory
7.1 Group Capability and Cooperation
7.2 Cooperative Game Theory
7.2.1 A Brief Review of Coalitions in Public Policy
7.2.2 Concepts in Cooperative Game Theory
7.2.3 Using Cooperative Game Theory to Analyze Group Capabilities
7.3 Step-Wise Approach for Analyzing Cooperative Potential
7.3.1 Step 1: Preparation, Model Boundaries and Option Table
7.3.2 Step 2: Establishing the Value of Cooperation
7.3.3 Step 3: Deriving the Game in Characteristic Function Form
7.3.4 Step 4: Distributing the Rewards for Cooperation
7.3.5 Step 5: Comparing, Contrasting, and Executing Possible Cooperation
7.4 Case Application: Renewable Energy
7.4.1 Preparation Including First Option Tables
7.4.2 Establishing the Value of Cooperation
7.4.3 Developing the Game in Characteristic Function Form
7.4.4 Distributing the Full Benefits of Cooperation
7.4.5 Comparing, Contrasting, and Executing Possible Plans for Cooperation
7.5 Summary and Further Reading
7.5.1 Summary and Conclusion
Appendix 7.A: R Code to Support Cooperative Analyses
8 Identifying Opportunities for Exchange: Transactional Analysis
8.1 Multi-actor Decision-Making as an Exchange of Control over Resources
8.2 Transactional Analysis
8.2.1 Colemans Social Theory
8.2.2 Concepts in the Linear System of Action
8.2.3 Using Transactional Analysis for Actor and Strategy Models
8.3 Step-Wise Approach for Transactional Analysis
8.3.1 Step 1: Preparation
8.3.2 Step 2: Define the Model Structure: Boundaries, Actors, and Issues
8.3.3 Step 3: Derive the Model Parameters for Interest and Control
8.3.4 Step 4: Model Calculations and Analysis
8.3.5 Step 5: Implications, Presentation, and Discussion of Results
8.4 Case Application: Rural Water Management in the Netherlands
8.4.2 Define the Model Structure: Boundaries, Actors, and Issues
8.4.3 Derive Model Parameters
8.4.4 Model Calculations and Analysis
8.5 Summary and Further Reading
8.5.1 Summary and Conclusions
Appendix 8.A: Calculation of Dependencies
Dependencies for Column Actors on Row Actors
Dependencies of Column Issues on Row Issues
Appendix 8.B: Calculation of Equilibrium Control
9 Capturing Problem Perceptions: Comparative Cognitive Mapping
9.1 How Perceptions Can Help Explain (In)Activity in Multi-actor Settings
9.2 Comparative Cognitive Mapping
9.2.1 Perceptions and Belief Systems as Basis for Action
9.2.3 Using Cognitive Maps for Comparative Analysis in Multi-actor Situations
9.3 Step-Wise Approach for Comparative Cognitive Mapping
9.3.1 Step 1: Preparation
9.3.2 Step 2: Data Collection
9.3.3 Step 3: Preparing Cognitive Maps for Actors
9.3.4 Step 4: Comparative Analysis of Cognitive Maps
9.3.5 Step 5: Implications, Presentation and Discussion of Results
9.4 Case Application: Pollution Control for Urban Public Spaces
9.4.2 Data Collection and Developing Cognitive Maps for Actors
9.4.3 Comparative Analysis of Cognitive Maps
9.4.4 Implications, Presentation and Discussion of Results
9.5 Summary and Further Reading
9.5.1 Summary and Conclusions
9.5.2 Further Reading on the Comparative Analysis of Cognitive Maps
9.5.3 Further Reading on the Construction of Cognitive Maps
10 Reconstructing Debate: Argumentative Analysis
10.1 Debates Fuelled by Competing Claims
10.2 Argumentative Analysis
10.2.1 The Role of Arguments in Decision-Making
10.2.2 Toulmins Argumentation Model
10.2.3 Using Argumentative Analysis in Actor Modeling
10.3 Step-Wise Approach for Argumentative Analysis
10.3.1 Step 1: Preparation
10.3.2 Step 2: Identify Claims by Actors
10.3.3 Step 3: Build Lines of Reasoning
10.3.4 Step 4: Position Actors Related to Typical Lines of Reasoning
10.3.5 Step 5: Implications, Presentation and Discussion of Results
10.4 Case Application: Watershed Protection in the Philippines
10.4.2 Identifying Claims by Actors
10.4.3 Build Lines of Reasoning
10.4.4 Position Actors Related to Different Lines of Reasoning
10.4.5 Implications, Presentation and Discussion of Results
10.5 Summary and Further Reading
10.5.1 Summary and Conclusion
11 Scrutinizing Relations that Shape Actions: Social Network Analysis
11.1 The Importance of Relations Between Actors
11.2 Social Network Analysis
11.2.1 Networks as Structures that Govern Behavior
11.2.2 Embeddedness in Networks as Enabler of Actor Interactions
11.2.3 Concepts in Social Network Analysis
11.3 Step-Wise Approach for Social Network Analysis
11.3.1 Step 1: Preparation and Model Selection
11.3.2 Step 2: Defining the Network
11.3.3 Step 3: Data Collection
11.3.4 Step 4: Network Analysis
11.3.5 Step 5: Presentation and Discussion of Results
11.4 Case Application: Innovation Network for Internet Video Services
11.4.2 Defining the Network
11.4.5 Presentation and Discussion of Results
11.5 Summary and Further Reading
Part III Comparison and Reflection
12 Actor Models: Comparison and Reflection
12.1 When to Use What Model?
12.1.1 The Problem of Matching Models to Situations
12.1.2 Typical Situations Ranging From Conflict to Cooperation
12.1.3 Structured versus Ill-Structured Situations
12.1.4 Choosing Between Models That Focus on Perceptions
12.1.5 Summarizing Actor Models and Their Typical Uses
12.2 Illustrative Comparison of the Use of Models for a Single Case
12.2.1 The Case: Smart Mobility and Clean Energy in Cities
12.2.2 Initial Actor Network Scanning and Problem Diagnosis
12.2.3 Designs for Different Models Based on Initial Problem Diagnosis
12.3 Revisiting the Challenges Involved in Analyzing Actors and Strategies
12.3.1 Limits in the Construction of Actor Models
12.3.2 Limits in the Use of Modeling Results
12.3.3 So What? Dealing with Limits in Actor and Strategy Models
12.4 Next Steps in the Future of Actor and Strategy Models
Actor and Strategy Models
：Practical Applications and Step-wise Approaches
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