2010
DOI: 10.1111/j.1467-8551.2008.00623.x
|View full text |Cite
|
Sign up to set email alerts
|

Management as Design, but What Kind of Design? An Appraisal of the Design Science Analogy for Management

Abstract: The identity of management as a field of study is frequently challenged on the basis of its relevance to practice. This paper engages with the concept of a design science as it is considered to offer some answers to this enduring debate. The paper goes on to conclude, rather sceptically, that design science may not offer such a distinct perspective on management as a field of study. Our scepticism is based on the design science scholars' rather arbitrary use of Simon's intellectual legacy, particularly the sup… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
60
0
10

Year Published

2011
2011
2021
2021

Publication Types

Select...
6
2

Relationship

0
8

Authors

Journals

citations
Cited by 85 publications
(70 citation statements)
references
References 91 publications
(97 reference statements)
0
60
0
10
Order By: Relevance
“…This argument is likely to become more central as public funding bodies are tasked to justify their investments and management research wrestles with the challenge of impact. Although we are sympathetic to the agenda of evidence-based management, echoing the observations of Panza and Thorpe (2010) in relation to design science we caution that researchers need to be mindful that not all management design problems and policy questions are of a form suitable for systematic review. There are many situations in which conventional literature reviews are more appropriate, enabling more creative insights and solutions to emerge, especially in cases where an insufficient body of evidence has accumulated that specifically addresses the problem at hand.…”
Section: Reframing Relevance 357mentioning
confidence: 94%
“…This argument is likely to become more central as public funding bodies are tasked to justify their investments and management research wrestles with the challenge of impact. Although we are sympathetic to the agenda of evidence-based management, echoing the observations of Panza and Thorpe (2010) in relation to design science we caution that researchers need to be mindful that not all management design problems and policy questions are of a form suitable for systematic review. There are many situations in which conventional literature reviews are more appropriate, enabling more creative insights and solutions to emerge, especially in cases where an insufficient body of evidence has accumulated that specifically addresses the problem at hand.…”
Section: Reframing Relevance 357mentioning
confidence: 94%
“…Like in IS, these fields developed DSR approaches (Romme 2003;van Aken 2004) and subsequently discussed and evaluated them (Pandza and Thorpe 2010). These approaches are for designing not information systems, but rather social systems, such as organizations.…”
Section: Introductionmentioning
confidence: 99%
“…Consequently, relevant studies are scarce in fields in which they would be fundamental, such as management (Hughes, Bence, Grisoni, O'Regan, & Wornham 2011;Kasanen, Lukka, & Siitonen, 1993;Romme, 2003;Singhal, Sodhi, & Tang, 2014;Van Aken, 2011). In this sense, the discussion regarding rigor and relevance has been the subject of important reflections on research in management (Burgoyne e James, 2006;Manson, 2006;Pandza & Thorpe, 2010;Starkey, Hatchuel, & Tempest, 2009;Starkey & Madan, 2001;Tranfield & Starkey, 1998;Van Aken, 2004, 2005.…”
Section: A Distinctive Analysis Of Case Study Action Research and Dementioning
confidence: 99%
“…First, relevance can help differentiate studies in management from studies focused exclusively on the social field (Pandza & Thorpe, 2010). Second, for a survey to be considered successful in operations management, for example, there must be a practical contribution to the study field and this research should also be accessed by the interested community (Manson, 2006).…”
Section: A Distinctive Analysis Of Case Study Action Research and Dementioning
confidence: 99%
See 1 more Smart Citation