Managing meaning in complex business networks |
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| Institution: | 1. Department of Engineering Technology, Waterford Institute of Technology, Waterford, Ireland;2. UCD School of Business, University College Dublin, Dublin, Ireland;1. Department of Marketing, CERS — Centre for Relationship Marketing and Service Management, Hanken School of Economics, PO Box 479, FIN-00101 Helsinki, Finland;2. Department of Marketing, Stockholm Business School, Stockholm University, Roslagsvägen 101, Building 7, SE-106 91 Stockholm, Sweden;1. Marketing Department, Economics and Management School, Wuhan University, Wuhan 430072, China;2. Department of Marketing, City University of Hong Kong, Tat Chee Avenue, Hong Kong;3. College of Design, Shenzhen University, China;1. Leeds University Business School, University of Leeds, Leeds, LS2 9JT, United Kingdom;2. Manchester Business School, Booth Street West, Manchester, M15 6PB, United Kingdom;3. Discipline of Marketing, University of Sydney, Australia;1. Florida State University, College of Business, 401 RBA, Tallahassee, FL 32306, United States;2. University of Louisville, 152 College of Business, Louisville, KY 40292, United States;3. University of Tennessee, Department of Marketing and Logistics, 313 Stokely Management Center, Knoxville, TN, United States |
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| Abstract: | In examining Van de Ven and Poole's (2005) typology of different approaches for studying organizational change, this article focuses on underlying methodological premises and concludes that an ontological, and consequently also an epistemological, perspective seems to be lacking, if the aim is to fully understand change and a firm's networking ability. Arguing for increased sensemaking, an extended version of Van de Ven and Poole's (2005) typology is proposed, which aims to guide and improve future research in understanding the interplay between cognition, action and outcomes in business networks. First, the developed methodological matrix adds an alternative view of change as a theoretical foundation. Second, the proposed model represents a useful structure for analyzing different ways to further marketing theory. Third, the results also indicate that if the aim is to find a general theory of marketing, capable of integrating seemingly contrasting stances, the outlook on change has to be altered. |
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