Joe Peppard
European School of Management and Technology
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Journal of Strategic Information Systems | 2014
Joe Peppard; Robert D. Galliers; Alan Thorogood
The ‘‘rigor versus relevance’’ debate and the questioning of the practical relevance of much contemporary research are recurring themes not just in the field of Information Systems (IS) (Straub and Ang, 2011; Klein and Rowe, 2008; Roseman and Vessey, 2008) but in the wider field of management (c.f. Kieser and Leiner, 2009; Knights and Scarbrough, 2010; Mohrman et al., 2001; Nicolai and Seidl, 2010; Moisander and Stenfors, 2009; Shrivastava, 1987). In IS in particular, this has led to some scholars questioning the practical value of much of the published research (cf. Benbasat and Zmud, 1999; Desouza et al., 2006; Keen, 1991; Lyytinen, 1999; Senn, 1998). A central premise of the arguments these protagonists present is that much research draws on methods that are inappropriate to the applied nature of the discipline (Breu and Peppard, 2003; Galliers and Land, 1987, 1988). The foundation of this argument reflects the social sciences ‘practice turn’ that sees all knowledge as existing within the fields of practice (Schatzki et al., 2001). In philosophy, the turn to pragmatism similarly values knowledge through practitioners’ eyes and places the practitioner at the center of theory development (Putnam, 1995; Rorty, 1998). This movement toward practical relevance prefers concrete micro actions rather than abstract macro analysis. People and knowledge that make a difference in practice are thus, or at least should be, central to research endeavours. In line with these arguments, the Strategic Management field has seen the emergence of a body of research that focuses on strategizing or the ‘doing of strategy’ (Jarzabkowski, 2004; Jarzabkowski and Spee, 2009; Jarzabkowski et al., 2007; Johnson et al., 2003a,b, 2007; Whittington, 1996, 2002a,b, 2006). Often referred to as the ‘‘Strategy as Practice’’ school, it emphasizes the actual day-to-day activities, contexts, processes and content that relate to strategic outcomes. This move towards a more micro perspective is in response to growing frustrations with contemporary strategy literature regarding its relevance to practitioners. Part of the problem is that there has been a dominant macro focus in strategic management research that is remote from practice, particularly the normative models resulting from it. Research in the Strategy as Practice genre emphasizes how people engage in the ‘real work’ of developing a strategy and strategizing. In addressing strategy as practice, the focus of research is on strategy praxis, strategy practitioners and strategy practices (e.g., Jarzabkowski et al., 2007; Whittington, 2002a) – the work, workers and tools of strategy in other words. In line with this movement, this Special Issue of The Journal of Strategic Information Systems explores information systems strategy and strategizing from a practice perspective. Reflecting the arguments for research relevance, the call for papers echoed Lee’s (2010: 346) recent comment that ‘‘the starting point of IS research need not be the existing theory (primarily epistêmê) located in the IS discipline’s own (or any other) research literature; rather, the starting point could be the technê
European Journal of Marketing | 2015
Stan Maklan; Joe Peppard; Philipp Klaus
Purpose – The purpose of this paper is to examine the conundrum between the increasingly importance of investments in new information technologies (IT) on marketing practice and marketing scholars continuing to question the profitability of IT-led marketing initiatives. Design/methodology/approach – Systematic reviews of the relevant literature on the financial and market return of customer relationship management (CRM) investments from both Marketing and Information Systems (IS) literature were conducted. Findings – Findings suggest that, while both IS and Marketing scholars try to determine what generates returns on CRM investment, the IS community has a more complete conceptualisation as to how these returns are realised. A broader epistemological framework, better suited to observing how organisations benefit from IT-led management initiatives, enables a more comprehensive assessment of CRM investment. Research limitations/implications – Supplementing the methods used by Marketing scholars with those frequently used in IS research would likely improve the assessment of IT-led Marketing investments and the resultant prescriptions for Marketing practitioners. Practical implications – Failure to assess accurately the return from IT-led Marketing investments hinders managers’ ability to manage them for maximum performance improvements, all the more important now that organisations are preparing for large-scale investments in big data and social media strategies. Originality/value – This paper is the first to illustrate how a combination of Marketing and IS scholarship can assist Marketing research and practice.
Journal of Manufacturing Technology Management | 2016
Tonci Grubic; Joe Peppard
Purpose – Remote monitoring technology (RMT) is widely acknowledged as an important enabler of servitisation however, there is a dearth of understanding about how RMT is used by manufacturing firms to support servitised strategies. The purpose of this paper is to contribute to this important yet somewhat ignored topic in servitisation research. It attempts to address the following questions: what has constrained, and what has enabled the exploitation of RMT in the context of servitised strategies? Design/methodology/approach – The research adopts an exploratory multiple-case study design. Four in-depth descriptive case studies of companies operating in aerospace, industrial equipment, marine, and transport sectors were conducted. The collected data were analysed and synthesised, drawing out conclusions. Findings – The study describes how four manufacturers are using RMT and identifies ten factors that have enabled and constrained the realisation of expected outcomes. The enabling factors identified includ...
Information Systems Journal | 2018
Joe Peppard
Do conceptualizations of the information systems (IS) organization reflect findings from research studying requirements for successfully harnessing information, systems and technology to achieve operational and strategic objectives? This paper addresses this question, reporting on an analysis of articles published in leading academic and practitioner journals. It describes how the IS organization is portrayed in these studies and examines the results of this analysis through a sensitizing lens constructed from research that has studied how organizations generate business value from IS. The lens depicts this objective as a quest to harness knowledge that is distributed enterprise wide. The analysis suggests that conceptualisations of the IS organization used by researchers do not reflect the requirements for generating business value from information technology that have been identified in the literature. Whilst highlighting that definitions are vague or more often absent, it challenges the dominant orthodoxy of the IS organization as a separate organizational unit suggesting that it is a more pervasive construct. The implications of this conclusion for practice, research and teaching are considered.
Archive | 2017
Carol Kelleher; Aonghus Ó. Céilleachair; Anu Helkkula; Joe Peppard
The purpose of this chapter is to examine why and how participants co-create value proposals in online community-based idea contests (OCBICs), following an open call by service organisations for participation. More specifically, we explore participant motivations, roles, and behaviours as they co-create service ideas that emerge as value proposals. We present a multiple case study of three OCBICs in the global automotive sector. All three OCBICs studied were developed by the same platform host but were otherwise distinct in design and implementation. The findings reveal three propositions in relation to value proposal co-creation in OCBICs: (1) participants are intrinsically and extrinsically motivated to compete and collaborate to co-create value proposals in OCBICs, (2) participants iteratively adopt a number of diverse and overlapping roles when co-creating value proposals in OCBICs, and (3) participant behaviour in OCBICs involves complex negotiations of the contest rules enforced by the host organisation and the norms and values of the community. In order to optimise open service innovation, we conclude that service organisations need to provide participants in OCBICs with an appropriate combination of monetary and nonmonetary incentives and rewards, based on their motivation and expertise. This is one of the few studies to examine the co-creation of value proposals in the context of OCBICs in the global automotive sector.
Archive | 2015
Carol Kelleher; Hugh Wilson; Joe Peppard
Traditionally, marketing scholars and organisations have tacitly conceptualised value co-creation as a set of processes or activities where participants know how to act, or ‘know the score’ – however, this is not always the case. In this paper, we argue for a deeper appreciation of the symbiotic relationship between value experiences and value co-creation practices, particularly in collaborative consumption contexts in which meanings may be shared as much as behaviours. Practices, comprising shared understandings of what to do and say, procedures and engagements in situated contexts, embed individuals in the social world, tie us to each other, and, as a result, frame individuals’ lived, embodied experiences of value. While practices are not possessions or characteristics of individuals, individuals are carriers of various value co-creation practices, which need not be coordinated with each other. As a result, individuals represent unique embodiments of diverse levels of participation in multiple practices within a cultural or social group. We also suggest that individual sensemaking of the value experiences which emerge from value co-creation practices, while socially constructed, is intersubjectively and phenomenologically determined. Therefore, rather than solely adopting either a phenomenological or a practice based perspective to explore the contours of value co-creation, we seek to entwine them, by examining individual value experiences which emerge from individuals’ concurrent participation in multiple value co-creation practices in collaborative consumption contexts.
Business Horizons | 2016
Anthony B. Gerth; Joe Peppard
americas conference on information systems | 2013
Tony Gerth; Joe Peppard
Archive | 2007
Stan Maklan; Simon Knox; Joe Peppard; Bedford Mk
empirical software engineering and measurement | 2016
Joe Peppard