Abstract for: Supporting Strategy using System Dynamics

This paper shows details and experiences of developing a system dynamics model with five companies to guide general managers to learn about their internationalization strategy. Our results suggest that the managersí cognitive ability of visualizing the outcome of their strategic actions is limited due to the difficulty in measuring interrelated relationships, delay effects, and feedback processes conclusively during strategy design processes. Simulations of challenging scenarios helped CEOs to improve performance one year later in two cases by analysing some initiatives prior implementation.