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dc.contributor.authorPattinson, Hugh
dc.contributor.authorWoodside, Arch
dc.date.accessioned2017-01-30T13:17:26Z
dc.date.available2017-01-30T13:17:26Z
dc.date.created2014-04-20T20:00:29Z
dc.date.issued2007
dc.identifier.citationPattinson, Hugh and Woodside, Arch. 2007. Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision. Innovative Marketing. 3 (4): pp. 106-137.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/30104
dc.description.abstract

This case study uses two story-telling methods for analysis - an advanced hermeneutic framework and an extended form of decision systems analysis (DSA) incorporating cognitive mapping - to explore the strategic thought in building a software house around a philosophy of "best practice" application development. The paper explores decision-making for turning an ambitious vision (automation of enterprise-based sales and marketing activities) into a focused application (pricing configuration software), and then into a large software house (Trilogy) offering enterprise e-commerce suites. Trilogy's management team's decision-making was heavily influenced by a strong perception that the organization needed to take risks to achieve "critical mass" in anticipation of a convergence of "back-office" and "front-office" applications into one market. The advanced case study also addresses Trilogy's transition of its applications into Internet environments, plus the transformation of the organization from a product-orientation to a strictly industry-based business and application development perspective. Trilogy has not compromised its strict application development philosophies, but has incorporated its fast cycle time (FCT) methods into its industry-focused business divisions - and now actually offers the method as a set of services.

dc.publisherBusiness Perspectives
dc.relation.urihttp://businessperspectives.org/journals_free/im/2007/im_en_2007_04_Pattinson.pdf
dc.subjectsoftware
dc.subjectdevelopment
dc.subjectthought
dc.subjectmapping
dc.subjectresearch
dc.subjecthermeneutic
dc.subjectcase study
dc.subjectstrategic
dc.subjectinnovation
dc.subjectcommercialization
dc.titleMapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision
dc.typeJournal Article
dcterms.source.volume3
dcterms.source.number4
dcterms.source.startPage106
dcterms.source.endPage137
dcterms.source.issn18142427
dcterms.source.titleInnovative Marketing
curtin.department
curtin.accessStatusFulltext not available


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