Mapping Strategic Thought and Action in Developing Disruptive Software Technology: Advanced Case Study Research on How the Firm Crafts Shared Vision

Pattinson, HM; Woodside, A

Mapping Strategic Thought and Action in Developing Disruptive Software Technology: Advanced Case Study Research on How the Firm Crafts Shared Vision

Pattinson, HM Woodside, A

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Publisher:: Manchester Business School
Publication Type:: Conference Proceeding
Citation:: Proceedings of the 23rd IMP Conference: Exploiting the b2b knowledge network: New perspectives and core concepts, 2007, pp. 1 - 59
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Pattinson, HM	en_US
dc.contributor.author	Woodside, A	en_US
dc.contributor.editor	Peter Naude	en_US
dc.date	2007-08-30	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Proceedings of the 23rd IMP Conference: Exploiting the b2b knowledge network: New perspectives and core concepts, 2007, pp. 1 - 59	en_US
dc.identifier.isbn	1-86115128-4	en_US
dc.identifier.uri	http://hdl.handle.net/10453/7640
dc.description.abstract	This case study uses two storytelling 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 account 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 productorientation 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.	en_US
dc.publisher	Manchester Business School	en_US
dc.relation.ispartof	Proceedings of the 23rd IMP Conference: Exploiting the b2b knowledge network: New perspectives and core concepts	en_US
dc.relation.ispartof	IMP	en_US
dc.title	Mapping Strategic Thought and Action in Developing Disruptive Software Technology: Advanced Case Study Research on How the Firm Crafts Shared Vision	en_US
dc.type	Conference Proceeding
utslib.location	Manchester, UK	en_US
utslib.location.activity	Manchester, UK	en_US
utslib.for	150503 Marketing Management (Incl. Strategy and Customer Relations)	en_US
dc.location.activity	Manchester, UK	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Manchester, UK	en_US
pubs.start-date	2007-08-30	en_US

Abstract:

This case study uses two storytelling 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 account 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 productorientation 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.

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http://hdl.handle.net/10453/7640