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dc.contributor.authorHughes, Jeff
dc.contributor.authorMcDonagh, Joe
dc.date.accessioned2017-10-12T14:30:11Z
dc.date.available2017-10-12T14:30:11Z
dc.date.issued2017-09-28
dc.identifier.citationHughes , J & McDonagh , J 2017 , ' In defence of the case study methodology for research into strategy practice ' , The Irish Journal of Management , vol. 36 , no. 2 , pp. 129-145 . https://doi.org/10.1515/ijm-2017-0013en
dc.identifier.issn2451-2834
dc.identifier.otherPURE: 249577157
dc.identifier.otherPURE UUID: a70ae490-91c6-478a-8703-2a6a2713ec31
dc.identifier.urihttp://hdl.handle.net/10023/11836
dc.description.abstractThis paper aims to illustrate how the case study methodology may be used in novel and productive ways for research into strategy practice. Instigated by the quest for a research design that could target the ‘practice’ of strategic information systems planning (SISP), a review of the strategy as practice (SAP) literature uncovered parallels with the SISP domain from a methodological standpoint. A SAP perspective was employed in conjunction with the case study methodology to investigate SISP (the strategy practice) on the part of senior managers (the practitioners) at the meso level (the level of praxis). Ultimately, it was found to offer original insights and uncover valuable new directions for future academic enquiry.
dc.format.extent17
dc.language.isoeng
dc.relation.ispartofThe Irish Journal of Managementen
dc.rights© 2017 Jeff Hughes and Joe McDonagh. This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License. BY-NC-ND 3.0en
dc.subjectCase studyen
dc.subjectMethodologyen
dc.subjectStrategy as practiceen
dc.subjectStrategic information systems planningen
dc.subjectZA4050 Electronic information resourcesen
dc.subjectH Social Sciences (General)en
dc.subjectT-NDASen
dc.subject.lccZA4050en
dc.subject.lccH1en
dc.titleIn defence of the case study methodology for research into strategy practiceen
dc.typeJournal articleen
dc.description.versionPublisher PDFen
dc.contributor.institutionUniversity of St Andrews. School of Managementen
dc.identifier.doihttps://doi.org/10.1515/ijm-2017-0013
dc.description.statusPeer revieweden


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