Time-based modifications to process theory illustrations through a corporate rebranding case study
Abstract
Purpose
The purpose of this paper is to develop the lifecycle and teleology process theory illustrations by uniting processes and their outcomes based on their being bounded in time.
Design/methodology/approach
The study combines objective and subjective ontological approaches to organisational development and change processes. The narrative data of corporate rebranding among small B2B companies were gathered through a multiple case study and analysed in relation to flow of time. The illustrations of teleology and lifecycle process theory are modified based on empirical data.
Findings
The underlying logic of the lifecycle and teleology illustrations is found to be the same. The historical processes follow the logic of the lifecycle processes and emphasise the outcomes; the lifecycle process theory illustration is modified by adding outcomes. The current processes are in line with the literal description of the teleology. Teleology processes are illustrated using double-headed arrows between all processes.
Research limitations/implications
Employing the objective and subjective ontological view in the same study might be questioned. The modifications to the process theory illustrations are only one view on the issue and the study does not take a stand on how the imagined future processes might be described.
Practical implications
The study helps researchers and managers better understand the lifecycle and teleology process theory and the role of outcomes in process research. The study should encourage researchers and managers to incorporate the role of process outcomes into their future (business) planning more efficiently, and combine different ontological views.
Originality/value
The study is a rare attempt to develop process theory illustrations.
Keywords
Acknowledgements
The author would like to express thanks to Dr Catherine Cassell (Guest Editor) and two anonymous reviewers for providing such constructive feedback to the draft version and, crucially, for believing in the core ideas of the article even though the manuscript was very much a work in progress.
Note: parts of the text and previous versions of some figures are originally published in the authors’ doctoral dissertation Juntunen, M. (2011), “Corporate rebranding processes in small companies. A multiple case study from the B2B software industry”, doctoral dissertation, Acta Universitatis Ouluensis G51, University of Oulu, Finland, Juvenes Print, Tampere, available at: http://urn.fi/urn:isbn:9789514294518 and are reprinted in this paper by permission of Publications services, University of Oulu, Finland.
Citation
Juntunen, M. (2015), "Time-based modifications to process theory illustrations through a corporate rebranding case study", Baltic Journal of Management, Vol. 10 No. 2, pp. 222-242. https://doi.org/10.1108/BJM-01-2014-0014
Publisher
:Emerald Group Publishing Limited
Copyright © 2015, Emerald Group Publishing Limited