This paper provides guidance and an example for carrying out research using an interpretive framework. Until quite recently, there has been little available in the IS literature to guide the interpretive researcher to build theory of IS practice. While structured as a typical research paper, this paper is different in that the focus is on conceptual issues and the research methods rather than the findings. Unlike positivist research, there is no accepted general model for communicating interpretive research. Similarly, few guidelines exist for conducting the inductive process central to interpretive research. Throughout the paper, issues relating to the choice and application of the methods in terms of conducting inductive research are discussed. Overall, the focus provides an in-depth discussion of the particular interpretive research that I undertook so that other researchers can read of an example that may be similar to their own and therefore guide their work.
This study employs a design science perspective to propose a methodology for open strategic planning (OSP). Habermas' discourse theory and Bryson's strategy change cycle are used as informing kernel theories. A methodology is proposed to satisfy the requirements retrieved from the kernel theories. The proposed methodology contains modules for a planning system, and a planning process. Design principles are explained through a blueprint of the system and process. The proposed methodology is applied and evaluated in two cases. Contributions to the literature involve extending the literature on OSP to an applicable methodology with guidelines on how to implement open strategy.
Purpose: This paper aims to show how collaborative information technology tools and a crowdsourcing model can be leveraged for the purpose of strategic planning. To achieve this objective, a formal method of Open Strategic Planning (OSP) is proposed.Design: Based on a review of literature a set of activities, stakeholders, and governing rules are identified in the form of an OSP method. The proposed planning method is implemented in a case study of strategic planning in an Australian university. Observations by the research team, and archival records were used to ascertain the relevance of the used method.Findings: A method for OSP is presented and assessed. The method contains four phases: preplanning, idea submission, idea refinement, and plan development. These phases cover the activities required from conceptualization to preparing and publishing the strategic plan. The findings clarify how the principles of OSP helped the organization to include more stakeholders and provided the opportunity to make the planning process transparent through use of a collaborative IT tool.Practical implications: The study provides managers and planning consultants with detailed guidelines to implement the concept of open strategy.Originality/value: This study is among the few to propose a method for open strategic planning based on empirical research. The study also shows how collaborative IT tools can be used for high-level organizational tasks such as strategic planning.
Issues of power are often neglected in information systems (IS) studies and under-theorised in IS research. Systems development methods (SDMs) are commonly used in the IT industry to coordinate the activities between developers and clients. The role of power in the relationship between
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