Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision
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" app...
| Main Authors: | , |
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| Format: | Journal Article |
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Business Perspectives
2007
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| Online Access: | http://businessperspectives.org/journals_free/im/2007/im_en_2007_04_Pattinson.pdf http://hdl.handle.net/20.500.11937/30104 |
| _version_ | 1848752991742459904 |
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| author | Pattinson, Hugh Woodside, Arch |
| author_facet | Pattinson, Hugh Woodside, Arch |
| author_sort | Pattinson, Hugh |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | 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. |
| first_indexed | 2025-11-14T08:17:25Z |
| format | Journal Article |
| id | curtin-20.500.11937-30104 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T08:17:25Z |
| publishDate | 2007 |
| publisher | Business Perspectives |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-301042017-02-28T01:51:19Z Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision Pattinson, Hugh Woodside, Arch software development thought mapping research hermeneutic case study strategic innovation commercialization 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. 2007 Journal Article http://hdl.handle.net/20.500.11937/30104 http://businessperspectives.org/journals_free/im/2007/im_en_2007_04_Pattinson.pdf Business Perspectives restricted |
| spellingShingle | software development thought mapping research hermeneutic case study strategic innovation commercialization Pattinson, Hugh Woodside, Arch Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision |
| title | Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision |
| title_full | Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision |
| title_fullStr | Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision |
| title_full_unstemmed | Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision |
| title_short | Mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision |
| title_sort | mapping strategic thought and action in developing disruptive software technology: advanced case study research on how the firm crafts shared vision |
| topic | software development thought mapping research hermeneutic case study strategic innovation commercialization |
| url | http://businessperspectives.org/journals_free/im/2007/im_en_2007_04_Pattinson.pdf http://hdl.handle.net/20.500.11937/30104 |