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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Knowledge Modeling Concept Mapping |  Knowledge Modeling Knowledge Mapping |
|---|---|---|---|---|
Purposedifferent | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min | Half day | 1-2 h | 1-3 h |
Participantsdifferent | 3-6 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Concept Map, Relationship Labels, Knowledge Gaps | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | KnowledgeConceptsMappingSensemaking | KnowledgeMappingRisk |