What is included with this book?
List of figures | p. ix |
List of boxes | p. x |
Preface | p. xi |
Fundamentals | p. 1 |
Scope and nature of this handbook | p. 3 |
Objectives and target audience | p. 3 |
Design-focused and theory-based business problem-solving | p. 4 |
How to use this handbook | p. 5 |
Problem-solving projects in organizations | p. 7 |
The nature of business problem-solving projects | p. 7 |
The basic setup of a problem-solving project | p. 12 |
Quality criteria for problem-solving projects | p. 15 |
Design-focused business problem-solving | p. 17 |
Introduction | p. 17 |
Characteristics of design-focused business problem-solving | p. 17 |
Problem-solving strategies | p. 19 |
Choosing a problem-solving strategy | p. 21 |
Designs and designing | p. 22 |
Designing social systems | p. 27 |
Paradigmatic starting points | p. 30 |
Theory-based business problem-solving | p. 33 |
Theory-based problem analysis and solution design | p. 33 |
Solution concepts for business problem-solving | p. 34 |
Developing knowledge for business problem-solving | p. 36 |
The problem-solving project | p. 39 |
Intake and orientation | p. 41 |
General setup | p. 41 |
The intake process | p. 42 |
The orientation process | p. 45 |
Describing the problem context | p. 46 |
Problem definition | p. 46 |
Assignment and deliverables | p. 50 |
Project approach | p. 51 |
Project costs and organization | p. 55 |
Problem-solving projects in different formats | p. 56 |
Example | p. 58 |
Theory-based diagnosis of business problems | p. 63 |
Introduction | p. 63 |
Empirical exploration and validation of the business problem and its causes | p. 64 |
Theoretical analysis | p. 70 |
Process-oriented analysis | p. 75 |
The diagnostic story | p. 78 |
Alternative approaches | p. 79 |
Final remarks | p. 81 |
Solution design | p. 83 |
Introduction | p. 83 |
The deliverables of the problem-solving project | p. 83 |
The design process | p. 84 |
Solution design | p. 87 |
Solution justification | p. 90 |
Solution design: the International Imaging Systems case | p. 92 |
Change plan design and the actual change process | p. 98 |
The timing of change plan design | p. 98 |
Change plan design | p. 99 |
The change process | p. 104 |
Change plan design: the International Imaging Systems case | p. 106 |
Change plan design: the importance of developing organizational support | p. 110 |
Evaluation, reflection and termination | p. 113 |
Introduction | p. 113 |
Project-oriented evaluation | p. 114 |
Learning for the future | p. 119 |
Scientific reflection | p. 122 |
Personal and professional development | p. 124 |
Project termination and reporting | p. 125 |
On methods | p. 127 |
Qualitative research methods | p. 129 |
Qualitative versus quantitative | p. 129 |
Unit of analysis | p. 130 |
Case selection | p. 133 |
Qualitative data collection methods | p. 134 |
Qualitative methods of analysis | p. 137 |
Selecting a method | p. 141 |
Searching and using scholarly literature | p. 143 |
Introduction | p. 143 |
Types of publications | p. 144 |
Focusing a literature review | p. 148 |
Searching literature | p. 149 |
Integrating ideas and findings | p. 152 |
Quality criteria for research | p. 155 |
Introduction | p. 155 |
Controllability | p. 157 |
Reliability | p. 158 |
Validity | p. 163 |
Recognition of results | p. 166 |
Concluding remarks | p. 167 |
Conclusion | p. 169 |
Concluding remarks | p. 171 |
References | p. 174 |
Index | p. 181 |
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