The results indicate that analogy is used as a decision model in unstructured, simple, situations. In Part Two, two case studies of small firms are made. The methods include interviews and participant observation. The results support the findings from Part One. There is a communicative use of analogy, to develop consensus and commitment.
Analogy is used to exercise influence and to experiment with problems.
Analogy is a device for loose coupling. Related factors in the firms include the organizational cohesion and identity.