Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision
dc.contributor.author | Pattinson, Hugh | |
dc.contributor.author | Woodside, Arch | |
dc.date.accessioned | 2017-01-30T13:17:26Z | |
dc.date.available | 2017-01-30T13:17:26Z | |
dc.date.created | 2014-04-20T20:00:29Z | |
dc.date.issued | 2007 | |
dc.identifier.citation | Pattinson, 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.uri | http://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.publisher | Business Perspectives | |
dc.relation.uri | http://businessperspectives.org/journals_free/im/2007/im_en_2007_04_Pattinson.pdf | |
dc.subject | software | |
dc.subject | development | |
dc.subject | thought | |
dc.subject | mapping | |
dc.subject | research | |
dc.subject | hermeneutic | |
dc.subject | case study | |
dc.subject | strategic | |
dc.subject | innovation | |
dc.subject | commercialization | |
dc.title | Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision | |
dc.type | Journal Article | |
dcterms.source.volume | 3 | |
dcterms.source.number | 4 | |
dcterms.source.startPage | 106 | |
dcterms.source.endPage | 137 | |
dcterms.source.issn | 18142427 | |
dcterms.source.title | Innovative Marketing | |
curtin.department | ||
curtin.accessStatus | Fulltext not available |