Problem Solving in Organizations: A Methodological Handbook for Business and Management Students

291 Pages·2018·11.616 MB·English

by  Joan Ernst van Aken, Hans Berends

Problem Solving in Organizations
An indispensable guide enabling business and management students to
developtheirprofessionalcompetencesinrealorganizationalsettings,this
new and fully updated edition of Problem Solving in Organizations equips
the reader with the necessary toolkit to apply the theory outlined in this
book to practical business problems.
Byencouragingthereadertousethetheoryandshowingthemhowtodo
so in a fuzzy, ambiguous and politically charged, real-life organizational
context, this book offers a concise introduction to design-oriented and
theory-informed problem solving in organizations. In addition, it gives
supportfordesigningtheoverallapproachtoaproblem-solvingprojectas
wellassupportforeachofthestepsoftheproblem-solvingcycle:problem
definition,problemanalysis,solutiondesign,interventionsandevaluation.
Problem Solving in Organizations is suitable for readers with a wide
range of learning objectives, including undergraduates and graduates
studying business and management, MBA students and professionals
working in organizations.
Joan Ernst van Aken worked for many years in practice as a management
consultant and as a manager of management consultants before joining
EindhovenUniversityofTechnologyasaprofessoroforganizationscience
in 1990.
Hans Berends is Professor of Innovation and Organization at the
Knowledge, Information and Innovation (KIN) Research Group, Faculty of
Economics and Business Administration, Vrije Universiteit, Amsterdam.

Problem Solving
in Organizations
A Methodological Handbook
for Business and Management
Students
THIRD EDITION
Joan Ernst van Aken
TechnischeUniversiteitEindhoven
Hans Berends
VrijeUniversiteit,Amsterdam
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www.cambridge.org
Informationonthistitle:www.cambridge.org/9781108416269
DOI:10.1017/9781108236164
©JoanvanAkenandHansBerends2018
Thispublicationisincopyright.Subjecttostatutoryexception
andtotheprovisionsofrelevantcollectivelicensingagreements,
noreproductionofanypartmaytakeplacewithoutthewritten
permissionofCambridgeUniversityPress.
Firstpublished2007
Secondedition2012
Thirdedition2018
PrintedintheUnitedKingdombyTJInternationalLtd.PadstowCornwall
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ISBN978-1-108-41626-9Hardback
ISBN978-1-108-40277-4Paperback
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Contents
List of Figures page ix
List of Tables x
List of Boxes xi
Preface xiii
PART I
INTRODUCTION
1 Scope and Nature of this Handbook 3
1.1 Objectives and Target Audiences 3
1.2 Design-Oriented and Theory-Informed Problem Solving
in Organizations 6
1.3 How to Use this Handbook 8
2 Types of Student Projects 10
2.1 Introduction 10
2.2 Two Basic Process Structures 11
2.3 Three Knowledge-Generating Research Processes 14
2.4 Problems Caused by Mixing Different Process Types 19
2.5 Concluding Remarks 22
3 Problem-Solving Projects 24
3.1 Introduction 24
3.2 Rational Problem Solving 24
3.3 Problem-Solving Strategies 26
3.4 Theory-Informed Field Problem Solving 28
3.5 The Application Domain of Design-Oriented
and Theory-Informed Problem Solving 30
3.6 The Nature of Field Problem-Solving Projects 31
3.7 The Basic Set-up of a Field Problem-Solving Project 37
3.8 Problem-Solving Projects in Different Execution Modes 39
3.9 Characteristics of Good Field Problem-Solving Projects 42
3.10 Concluding Remarks 44
vi Contents
PART II
THE PROBLEM-SOLVING PROJECT
4 Intake and Problem Definition 47
4.1 Introduction 47
4.2 Intake and External Exploration 48
4.3 Internal Orientation and Problem Definition 52
4.4 Project Design 58
4.5 Project Proposal 65
4.6 Example 66
4.7 Concluding Remarks 73
5 Theory-Informed Diagnosis of Business Problems 74
5.1 Introduction 74
5.2 Modelling Business Processes and Systems 76
5.3 Analysis of the Business Problem and its Causes 80
5.4 Theoretical Grounding 87
5.5 Example: EcoLogic 90
5.6 Integrating the Diagnostic Story 93
5.7 Alternative Approaches 94
5.8 Concluding Remarks: From Diagnosis to Redesign 96
6 Solution Design 98
6.1 Introduction 98
6.2 The Role of the Solution Design 99
6.3 The Overall Solution Design Process 100
6.4 Synthesis–Evaluation Iterations 103
6.5 Solution Validation: The Concluding Evaluation 108
6.6 Solution Design: The IIS Case 112
6.7 Concluding Remarks 117
7 Change Plan Design and the Change Process 118
7.1 The Timing of Change Plan Design 118
7.2 Change Plan Design 120
7.3 The Actual Change Process 126
7.4 Change Plan Design: The IIS Case 127
7.5 The Importance of Developing Organizational Support 132
7.6 Concluding Remarks 134
8 Evaluation, Learning and Project Termination 136
8.1 Introduction 136
8.2 Project-Oriented Evaluation 137
Contents vii
8.3 Learning for the Future 143
8.4 Scientific Reflection 146
8.5 Personal and Professional Development 148
8.6 Project Termination and Reporting 149
8.7 Concluding Remarks 150
PART III
METHODS
9 Qualitative Research Methods 153
9.1 Qualitative Versus Quantitative 153
9.2 Unit of Analysis 155
9.3 Sampling and Case Selection 158
9.4 Qualitative Data-Collection Methods 161
9.5 Qualitative Methods of Analysis 165
9.6 Concluding Remarks 169
10 Searching and Using Scholarly Literature 171
10.1 Introduction 171
10.2 Types of Publication 172
10.3 Focusing a Literature Review 175
10.4 Searching the Literature 177
10.5 Integrating Ideas and Findings 180
10.6 Concluding Remarks 183
11 Quality Criteria for Research 184
11.1 Introduction 184
11.2 Controllability 186
11.3 Reliability 187
11.4 Validity 192
11.5 Recognition of Results 196
11.6 Concluding Remarks 197
PART IV
DESIGNS, DESIGNING AND DESIGN
SCIENCE RESEARCH
12 Designs and Designing 201
12.1 Introduction 201
12.2 Designing Material Artefacts: Designs and Designing 202
viii Contents
12.3 Designing Material Artefacts: The Overall Design Process 206
12.4 The Design of Material Artefacts: Synthesis–Evaluation
Iterations 210
12.5 The Design of Material Artefacts: Minimal Specification
and Hidden Properties 213
12.6 Social System Design 214
12.7 Paradigmatic Starting Points in Social System Design 219
12.8 Concluding Remarks 222
13 Design Science Research: Developing Generic Solutions
for Field Problems 223
13.1 Introduction 223
13.2 The Key Methodological Problem in Developing Generic
Solutions 225
13.3 A Learning Strategy for Developing Generic Solutions 227
13.4 Key Characteristics of Design Science Research 228
13.5 Using Generic Solutions in the Swamp of Practice:
Evidence-Based Practice 233
13.6 Operational Issues in Conducting Design Science Research 235
13.7 Concluding Remarks 240
PART V
CASES
14 Cases 243
14.1 Introduction 243
14.2 The Assignment: Make a Project Proposal 244
14.3 Six Cases 245
References 260
The index for Problem Solving in Organizations 271
Figures
2.1 The empirical cycle page 12
2.2 The problem-solving cycle 13
2.3 The theory development process 15
2.4 The theory-testing process 17
2.5 Process for developing generic solutions 19
4.1 Example of a preliminary cause-and-effect tree 56
4.2 General structure of a research framework for
diagnostic research in FPS projects 60
5.1 An example of a process diagram 79
5.2 Results of incident analysis at EcoLogic 91
5.3 Information-processing model 92
5.4 Ishikawa diagram for a group of patients with COPD 94
6.1 A general model for a design process 100
6.2 The key activities in actual designing:
synthesis–evaluation iterations 103
8.1 Possible research designs for evaluation studies 138
8.2 Number of damaged and missing products over a
two-year period at a logistic service provider 139
12.1 Process, object and realization design 204
12.2 A general model for a design process 206
12.3 Synthesis–evaluation iterations (loop A) and
requirement–design iterations (loop B) 210