Model boundary diagram/Causal loop diagram dataset
| Cause | Effect | Link polarity | Empirical operationalization/Model mapping |
|---|---|---|---|
| P10 currency loss | P10 budget loss | + | Month 10: Euro-pound exchange reduces P10 budget by 25%, triggering financial strain |
| P10 budget loss | P10 dissatisfaction | + | P10 perceives gap between expected and realised budget, generating dissatisfaction (10–11) |
| P10 dissatisfaction | Issue rising and communication | + | P10 communicates problem to partners, initiating informal talks (11) |
| P10 Urgency | + | Dissatisfaction escalates into urgency due to prolonged unresolved budget issue (13) | |
| P10 Solution seeking and agreeing | Solution acceptance | + | P10 mediates and proposes budget redistribution to partners (12) |
| Solution Acceptance | P10 Budget loss | – | Acceptance of solution reduces P10's perceived loss (hypothetical damping) |
| P10 Budget loss | P10 Dissatisfaction | + | Persisting loss reinforces dissatisfaction, triggering corrective actions (13) |
| P10 Urgency | Target setting and Issue rising | + | Urgency leads P10 to strategically target P11 for influence (14) |
| Target setting and Issue rising | Broadcasting of P11 incompliance | + | P10 identifies and shares P11's non-compliance with partners (15–18) |
| Broadcasting of P11 incompliance | P11 Credibility | – | Publicising P11's non-compliance reduces its credibility (19) |
| P11 Credibility | P11 Legitimacy | + | Reduced credibility diminishes P11's legitimacy in consortium decisions (19) |
| P11 Legitimacy | P10 Solution acceptance | – | Lower P11 legitimacy increases chances of P10's proposals being accepted (24) |
| P10 credibility | P10 Coalition Building | + | P10 leverages credibility to form a coalition among partners (19–20) |
| P10 Lobbying | + | Coalition supports lobbying activities to influence Steering Board (19–20) | |
| P10 Coalition Building | Steering Board support | + | Coalition-building results in Steering Board alignment with P10 (20, 24) |
| P10 Legitimacy | + | Credibility and coalition reinforce P10 legitimacy in consortium (19–24) | |
| P11 Marginalisation | + | P11 becomes excluded from communications and deliverables (26) | |
| Steering Board support for P10 | Marginalisation | + | Steering Board decisions enforce P11 exclusion, amplifying marginalisation (26) |
| Legal Actions | + | Escalation triggers formal procedures at EU level (29) | |
| Broadcasting P11 incompliance to EU | Reputational Threat at EU level | + | P10 coalition communicates P11 issues to EU, increasing institutional pressure (29) |
| Legal actions | Reputational Threat at EU level | + | Legal procedures threaten EU program reputation, amplifying urgency (29) |
| Reputational Threat at EU level | EU Urgency | + | EU perceives high urgency to intervene (29–30) |
| EU Urgency | Budget redistribution | + | EU decides budget reallocation to address dispute (30) |
| Budget redistribution | P10 Budget loss | – | Reallocation mitigates P10 losses, completing feedback loop (30) |
| Cause | Effect | Link polarity | Empirical operationalization/Model mapping |
|---|---|---|---|
| P10 currency loss | P10 budget loss | + | Month 10: Euro-pound exchange reduces P10 budget by 25%, triggering financial strain |
| P10 budget loss | P10 dissatisfaction | + | P10 perceives gap between expected and realised budget, generating dissatisfaction (10–11) |
| P10 dissatisfaction | Issue rising and communication | + | P10 communicates problem to partners, initiating informal talks (11) |
| P10 Urgency | + | Dissatisfaction escalates into urgency due to prolonged unresolved budget issue (13) | |
| P10 Solution seeking and agreeing | Solution acceptance | + | P10 mediates and proposes budget redistribution to partners (12) |
| Solution Acceptance | P10 Budget loss | – | Acceptance of solution reduces P10's perceived loss (hypothetical damping) |
| P10 Budget loss | P10 Dissatisfaction | + | Persisting loss reinforces dissatisfaction, triggering corrective actions (13) |
| P10 Urgency | Target setting and Issue rising | + | Urgency leads P10 to strategically target P11 for influence (14) |
| Target setting and Issue rising | Broadcasting of P11 incompliance | + | P10 identifies and shares P11's non-compliance with partners (15–18) |
| Broadcasting of P11 incompliance | P11 Credibility | – | Publicising P11's non-compliance reduces its credibility (19) |
| P11 Credibility | P11 Legitimacy | + | Reduced credibility diminishes P11's legitimacy in consortium decisions (19) |
| P11 Legitimacy | P10 Solution acceptance | – | Lower P11 legitimacy increases chances of P10's proposals being accepted (24) |
| P10 credibility | P10 Coalition Building | + | P10 leverages credibility to form a coalition among partners (19–20) |
| P10 Lobbying | + | Coalition supports lobbying activities to influence Steering Board (19–20) | |
| P10 Coalition Building | Steering Board support | + | Coalition-building results in Steering Board alignment with P10 (20, 24) |
| P10 Legitimacy | + | Credibility and coalition reinforce P10 legitimacy in consortium (19–24) | |
| P11 Marginalisation | + | P11 becomes excluded from communications and deliverables (26) | |
| Steering Board support for P10 | Marginalisation | + | Steering Board decisions enforce P11 exclusion, amplifying marginalisation (26) |
| Legal Actions | + | Escalation triggers formal procedures at EU level (29) | |
| Broadcasting P11 incompliance to EU | Reputational Threat at EU level | + | P10 coalition communicates P11 issues to EU, increasing institutional pressure (29) |
| Legal actions | Reputational Threat at EU level | + | Legal procedures threaten EU program reputation, amplifying urgency (29) |
| Reputational Threat at EU level | EU Urgency | + | EU perceives high urgency to intervene (29–30) |
| EU Urgency | Budget redistribution | + | EU decides budget reallocation to address dispute (30) |
| Budget redistribution | P10 Budget loss | – | Reallocation mitigates P10 losses, completing feedback loop (30) |
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