Abstract
In this study we examine the sharp distinctions made in Pandza and Thorpes [1] BJM paper between deterministic and path creation modes of design science activity. This investigation will be presented through a single case study that examined the process of strategy formulation for ‘innovation’ in the operating company of a multinational organisation that embodied both social and technical activity. The context of strategy and strategy formulation is an apt sphere to investigate this subject space as strategy attempts to determine the future of objectives of the firm through both social and technical activity. In building upon Pandza and Thorpe’s proposition, it is argued here that through the process of strategy formulation as a design science, actors traverse between the two modes of design activity to achieve an outcome. We will highlight that this process has a higher degree of inter-relational complexity than previously envisioned.
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Duff, G., Pandza, K. (2013). Strategy Formulation as a Design Science: An Investigation into the Effects of Deterministic and Path-Creation Design on the Formulation of a Strategy. In: Helfert, M., Donnellan, B. (eds) Design Science: Perspectives from Europe. EDSS 2012. Communications in Computer and Information Science, vol 388. Springer, Cham. https://doi.org/10.1007/978-3-319-04090-5_3
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DOI: https://doi.org/10.1007/978-3-319-04090-5_3
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