Organizational analysis and information-systems design: A decision-process perspective

Howard, John A.; Hulbert, James M.; Farley, John U.

doi:10.1016/0148-2963(75)90005-3

Cited by 32 publications

(16 citation statements)

References 16 publications

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“…Hulbert, Farley, and Howard (1972) were the first to describe the theory and empirical steps of doing DSA in B2B contexts. Examples with elaborations of the method in B2B contexts include the following studies: Capon and Hulbert (1975), Howard, Hulbert, and Farley (1975), Hulbert (1981, Johnston and Bonoma (1981), Na, Marshall, and Woodside (2009), and Vyas and Woodside (1984). Woodside's (2003) study.…”

Section: Decision Systems Analysis (Dsa)mentioning

confidence: 99%

Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Woodside

Baxter

2013

Industrial Marketing Management

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This article describes field research methods that provide advances in developing accurate theories of business-to-business (B2B) decision processes. The article supports and extends prior work by Woodside (2010) that bridging qualitative and quantitative research method is possible to achieve accuracy, complexity, and generality across cases in B2B decision processes.As an aid in doing so, the article argues for the study of a few (n = 5 to 50) cases via case study research (CSR). The article defines CSR, and describes several CSR theories and methods that are useful for describing, explaining, and forecasting processes occurring in business-to-business (B2B) contexts. The discussion includes summaries of six B2B case studies spanning more than 60 years of research. This article advocates embracing the view that isomorphic theory of realities of B2B processes is possible via advances in CSR methods. The discussion advocates rejecting the dominant logic of attempting to describe and explain B2B processes by arms-length fixed-point surveys that usually involve responses from one executive per firm with no datamatching of firms in specific B2B relationships-such surveys lack details and accuracy necessary for understanding, describing, and forecasting B2B processes.Keywords business-to-business relationship; case study research; direct research; participant observation; ethnographic decision tree model; fuzzy-set qualitative comparative analysis; degrees-offreedom analysis 5

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Section: Decision Systems Analysis (Dsa)mentioning

confidence: 99%

Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Woodside

Baxter

2013

Industrial Marketing Management

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“…Rich, deep, insights into what is happening and why it is happening follow from such mixed-methods research studies. Woodside and Samuel's (1981) decision systems mapping (Capon & Hulbert, 1975;Howard, Hulbert, & Farley, 1975;Hulbert, 2003) of corporate purchasing processes is an application of a mixed-methods strategy. Fig.…”

Section: Triangulation: Mixed-methods and Decision Systems Analysismentioning

confidence: 99%

“…Box 7 focuses on enriching studies by acquiring data showing the details and complexity in process data using such tools as mapping strategic thought (Huff, 1990) and decision systems analysis (Howard et al, 1975). Box 8 recommends achieving complexity by building and formally testing simulation models of thinking and deciding; Howard and Morgenroth (1968) illustrate the accomplishment of such modeling in case study research.…”

Section: Recommendations For Bridging the Chasmmentioning

confidence: 99%

Bridging the chasm between survey and case study research: Research methods for achieving generalization, accuracy, and complexity

Woodside

2010

Industrial Marketing Management

138

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“…The greatest interest in the work came from journals in business and management. Thus our papers found homes in such journals as Sloan Management Review (Farley et al, 1971), the Journal of Business Research (Howard et al, 1975), and the Journal of Management Studies (Capon et al, 1975), the sole exception in marketing being Industrial Marketing Management (Capon and .…”

mentioning

confidence: 96%

Organizational analysis and information systems design: a road revisited

Hulbert

2003

Journal of Business &Amp; Industrial Marketing

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Organizational analysis and information systems design: a road revisited James M. Hulbert Article information:To cite this document: James M. Hulbert, (2003),"Organizational analysis and information systems design: a road revisited"If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Looks retrospectively at an article written by the author and his colleagues in 1975 and contributed to the Journal of Business Research. Concludes that the article is still relevant today, where information systems are still an important topic in the field of marketing.

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Organizational analysis and information-systems design: A decision-process perspective

Cited by 32 publications

References 16 publications

Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Bridging the chasm between survey and case study research: Research methods for achieving generalization, accuracy, and complexity

Organizational analysis and information systems design: a road revisited

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