OntoEng: A design method for ontology engineering in information systems

This paper addresses the design problem relating to ontology engineering in the discipline of information systems. Ontology engineering is a realm that covers issues related to ontology development and use throughout its life span. Nowadays, ontology as a new innovation promises to improve the design, semantic integration, and utilization of information systems. Ontologies are the backbone of knowledge-based systems. In addition, they establish sharable and reusable common understanding of specific domains amongst people, information systems, and software agents. Notwithstanding, the ontology engineering literature does not provide adequate guidance on how to build, evaluate, and maintain ontologies. On the basis of the gathered experience during the development of V4 Telecoms Business Model Ontology as well as the conducted integration of the related literature from the design science paradigm, this paper introduces OntoEng and its application as a novel systematic design method for ontology engineering

Workforce participation: developing a theoretical framework for longitudinal research

This paper describes and evaluates an action research project on workforce participation at Viewpoint Research Community Interest Company (CIC). By setting out the research protocols devised by Viewpoint to stimulate and study co-operative management, it is possible to abstract a theoretical framework that emerged from a pilot case study. The paper contributes to theory by highlighting not only the potential of action research to catalyse interest in co operative management but also how to engage theoretically with the paradox of a workforce voting to limit its own participation in ownership, governance and management. In this study, the authors interpreted that participants did not automatically equate participatory management with workplace democracy leading to a theoretical perspective that “democratic management is the propensity and capacity of management systems to respond to members’ desires regarding the scope, depth, level and quality of participation in management”. The paper concludes by evaluating the efficacy of Viewpoint’s action research methodology as a strategy for deepening knowledge on workforce participation in co-operatives and employee-owned businesses

The uses of qualitative data in multimethodology:Developing causal loop diagrams during the coding process

In this research note we describe a method for exploring the creation of causal loop diagrams (CLDs) from the coding trees developed through a grounded theory approach and using computer aided qualitative data analysis software (CAQDAS). The theoretical background to the approach is multimethodology, in line with Minger’s description of paradigm crossing and is appropriately situated within the Appreciate and Analyse phases of PSM intervention. The practical use of this method has been explored and three case studies are presented from the domains of organisational change and entrepreneurial studies. The value of this method is twofold; (i) it has the potential to improve dynamic sensibility in the process of qualitative data analysis, and (ii) it can provide a more rigorous approach to developing CLDs in the formation stage of system dynamics modelling. We propose that the further development of this method requires its implementation within CAQDAS packages so that CLD creation, as a precursor to full system dynamics modelling, is contemporaneous with coding and consistent with a bridging strategy of paradigm crossing

Thinking of a sub-field of strategic thinking from a pluralistic approach to knowledge-invention

This article elaborates on the need for a sub-field of ‘Strategic Thinking’ as the science exploring the hidden side of strategy emergence. The site of our exploration is the discourse. We will investigate the intersystemic link between self-reflection and communication embedded in discourses among strategists for paradigm deconstruction and reconstruction. The rationale for a sub-field of Strategic Thinking is related to applying new research ‘technologies’. By engaging in action-research, researchers can observe self-reflection as embedded participants and super-observers. A pluralist perspective on self-reflection, as well as transformative competencies and attitudes will allow intentionality to regain a foundational role in knowledge-invention

The FairShares Model: a communitarian pluralist approach to constituting social enterprises?

Objectives - This paper is an exploration of the intellectual antecedents and philosophical assumptions that underpin the FairShares Model - a set of brand principles and Articles of Association published by the FairShares Association. It contributes to knowledge of the history of the social enterprise movement and its link to contemporary developments in mutual social enterprises. Prior Work - Previous contributions to the literature on social economy have drawn on communitarian philosophy to develop insights into mutual principles. This paper sets out a theoretical framework to evaluate whether the FairShares Model represents a communitarian pluralist discourse on the constitution of social enterprises. Approach - In January 2013, the FairShares Association published guidance on the FairShares 'brand' and 'model' (drawing on work presented at ISBE) to develop the concept of a ‘socialised’ enterprise . The framework developed from prior work is used to assess which aspects of communitarian philosophy are emphasized in both antecedent model rules (identified by the FairShares Association) as well as the FairShares Model (v1.2a). Results - The FairShares Model is theorised as a predominantly communitarian pluralist discourse with some ‘corporatist’ commitments. It represents an evolving set of guidelines for the ‘socialisation’ of enterprise by devising membership rights for two primary stakeholders (labour, users), and two secondary stakeholders (founders, investors). It is designed to reverse the centralising and accumulating tendencies of the private sector without returning assets to state control. It differs from philanthropic models by offering co-operative (par value) shares to three member classes: founders, labour and users, and (ordinary) ‘investor’ shares to all classes of member. Implications - The FairShares Model contributes to knowledge on the 'socialisation' of enterprise by identifying core characteristics of member-owned enterprises that deploy strategies for multi stakeholder ownership, governance and management. Value – By operationalising a communitarian pluralist discourse in the process of constituting a social enterprise, the FairShares Model offers an alternative to private sector models based on the subordination of labour and mutual models based on the primacy of a single stakeholder group

Gaining access to agency and structure in industrial marketing theory : a critical pluralist approach.

This article is concerned with gaining greater insight into the interplay between agency and structure in industrial marketing (IM) scholarship. The article’s intent is to embed Midgley’s notion of critical pluralism within this endeavour. The article commends the movement towards increased deployment of critical realism, but cautions against the dangers of creating further atomism in marketing theory by generating another paradigm of thought with strongly defended boundaries, impervious to outside influence. The article advances a case for critical pluralism within IM scholarship and offers a three-dimensional (theoretical, methodological and methodical) framework to aid this. The discussion demonstrates how critical pluralism can be deployed to gain insights into agency and structure using a number of ‘integrative’ theoretical perspectives

Political Maneuvering During Business Process Transformation: A Pluralist Approach

For years, managers have tried to improve organizational performance through business process transformation (BPT), and their experiences have informed IS research and practice. Although extant theory acknowledges the political nature of these dynamic transformation initiatives, researchers have yet to empirically investigate and theorize how organizational politics impacts BPT behaviors and outcomes. Drawing on a pluralist methodology, we present an embedded case study of a company-wide BPT project across four business units at the high-tech firm Terma. First, we apply different perspectives on organizational politics to develop detailed accounts of each business unit\u27s response to the transformation initiative, which reveals four distinct patterns of BPT politics: “applying the hammer”, “struggling to engage”, “walking the talk”, and “keeping up appearances”. Next, we combine the empirical findings with extant literature to theorize how transformation agents and process users engage in politics during BPT implementation. As a result, our research leverages a pluralist approach to show how alternative political perspectives and forms of politics can help managers maneuver BPT initiatives in their roles as transformation agents and process users

Use of Grounded Theory in Information Systems Area: An Exploratory Analysis

Lately, Grounded Theory method is gaining importance as a method for theory building. However, its application is not free of criticism due to lack of rigour and formality in research procedures and description of results. We analysed four cases were Grounded Theory method was used and, for each case, we identified several issues to the use of this research method. A number of recommendations and a list of critical success factors for practitioners has been generated as a result of the findings of this study. We think that this information might be useful for people that is starting a research project and want to use Grounded Theory method

Stakeholder Governance: Empirical and Theoretical Developments

Stakeholder governance receives attention across many disciplines, resulting in fragmented knowledge. The inherent complexity of stakeholder governance requires the integration of this knowledge to develop comprehensive and inclusive theories to better conceptualize this phenomenon. In this research, we develop stakeholder governance through empirical and theoretical approaches. In the first essay, we use multiple case comparisons to empirically examine how and why organizations manage food waste to develop grounded theory through contextualized explanations. We contribute grounded theoretical and empirical evidence to show that food waste represents a significant business problem. Our data suggests that dimensions of logistics and stakeholder governance dictate how and why organizations manage food waste. These findings stimulate a deeper dive into stakeholder governance, revealing fragmentations in knowledge that require holistic, interdisciplinary review and synthesis. In the second essay, we identify definitions and terminologies, review the evolution of theories and orientations, organize mechanisms and conceptualizations, synthesize key theoretical tensions, and offer suggestions for future research to contribute theoretical developments for stakeholder governance. We contribute pluralist conceptual frameworks that integrate knowledge across disciplines to provide a comprehensive overview and recommendations. Overall, we contribute empirical and theoretical research to advance theory development for stakeholder governance

Combining the User as Social Actor Model, Institutional Theory and a Theory of Unobtrusive Power to Understand the Acquiescence of Software Developers

In this paper we argue that a combination of a social actor model, Institutional theory, and a model of unobtrusive power can constitute a theoretical framework for understanding how the business client is able to exercise control and subsequent subjugation of developers in the systems development process. Specifically, the paper develops a 3-level theoretical framework grounded in institutional theory that integrates elements of Lamb and Kling’s social actor model and Scott’s 3-pillars framework concentrating on the relationships among systems developers, the business client, the SDM, and the context surrounding its use. The framework is strengthened through the application of a third level – Hardy’s multi-dimensional model of power, offering explanations of political inactivity by developers. In this paper we discuss how all three theory can be combined in a framework for analyzing the power relations between developers and the business client. We apply this theoretical framework in a case study of the deployment of a mandated in-house developed systems development methodology in a large IT department of a major Australian bank Here we will show how, from the perspective of developers, the business client exercise both overt and unobtrusive power over the development process