Adrian Yeow

Using narrative networks to study enterprise systems and organizational change

Current implementation and research approaches to enterprise systems (ES) implementation are often unable to account for the varied ways of organizational practices and how they evolve and change. As such, we propose a new methodological perspective, the Narrative Network (NN) perspective, which is grounded on Pentland and Feldmans (2007) narrative network lens. The NNs core concepts of “narrative fragments” and “narrative network” allow researchers to express, visualize and represent patterns of actions within an organizational form. It therefore provides a way for accounting and information systems researchers to a) visualize and understand existing organizational practices implicated in the new ES systems, b) compare and contrast patterns of existing organizational practices with those embedded in the ES and c) to trace and describe changes to organizational practices after an ES implementation. Practically, the NN perspective provides a methodological foundation for project and organizational planners to best leverage new technology platforms for strategic transformations.

The Hare and the Fast Tortoise: Dynamic Resource Reconfiguration and the Pursuit of New Growth Opportunities by Yahoo and Google (1995–2007)

Abstract Strategic management research has shown growing interest in understanding the dynamic resource reconfiguration processes through which firms grow, evolve, and sustain profitability. The goal of our study is to understand how dynamic resource reconfigurations enable firms to pursue growth opportunities. We use the methods of inductive theory building from case studies to elaborate current theoretical understanding about how firms draw on both internal and external resources in the pursuit of growth. We examine the patterns of resource reconfigurations through which Yahoo and Google powered their early growth strategies in their first 10 years of existence. We analyze a total of 192 new product launches in 43 markets by the two firms to capture how they reconfigured resources dynamically. Our analysis reveals that both firms developed highly dynamic strategies exhibiting both surprising similarities and differences. These similarities and differences provided the basis for our theoretical insights about the development of what we term “dynamic resource platforms,” comprising of (a) dynamic resource shifts; (b) targeted resource orchestration; and (c) complementary processes balancing dynamism and capability development. These ideas contribute novel theoretical insights to current strategic management research on dynamic capabilities and on resource reconfiguration and redeployment.

BEYOND PATH CREATION: LESSONS FROM THE EVOLUTION OF INTERNET TECHNOLOGIES.

This paper presents the results of a longitudinal study of the evolution of two key Internet technologies: the web browser and the search engine. Using our Spiral Network model, we were able to explicate the mechanisms driving the processes of innovation across these two Internet technologies. We show that technological innovations are created through the mechanisms of translation and inscription where actors create actor-networks by translating: a) actors who are directly or indirectly vested in the technology, b) users, c) technologies, d) regulations and state regimes, and e) practices in the market. We also find that these external actions are tightly linked to an internal cognitive shift that originates from frame-breaking beliefs held by the actors. These beliefs inscribed onto technological artifacts further reinforce the innovation efforts. Furthermore, we found that these actions provide an initial momentum that is sustained through the mechanism of framing. Together these forces “spiral” towards...