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Publications (10 of 17) Show all publications
Rumble, R. (2019). The Startup Jungle: Four-dimensional Business Modelling. Journal of Business Models, 7(3), 25-36
Open this publication in new window or tab >>The Startup Jungle: Four-dimensional Business Modelling
2019 (English)In: Journal of Business Models, ISSN 2246-2465, Vol. 7, no 3, p. 25-36Article in journal (Refereed) Published
Abstract [en]

The Startup Jungle is a four-dimensional business-modelling tool used in Masters level entrepreneurship education. It combines a metaphorical jungle landscape with the dynamics of interplay to map business ecosystems, model new ones, develop implementation strategies, consider consequences, and scenario plan.

Place, publisher, year, edition, pages
Aalborg Universitetsforlag, 2019
Keywords
Business model; serious game; ecosystem
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46381 (URN)
Available from: 2019-09-26 Created: 2019-09-26 Last updated: 2019-09-26Bibliographically approved
Genet, C. & Rumble, R. (2018). Reassessing lone wolves: How laboratory-spinoff relations impact research. In: : . Paper presented at 34th EGOS Colloquium, July 5–7, 2018, Tallinn, Estonia.
Open this publication in new window or tab >>Reassessing lone wolves: How laboratory-spinoff relations impact research
2018 (English)Conference paper, Published paper (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46387 (URN)
Conference
34th EGOS Colloquium, July 5–7, 2018, Tallinn, Estonia
Available from: 2019-09-26 Created: 2019-09-26 Last updated: 2019-09-26Bibliographically approved
Rumble, R. (2018). The origins of constellations: Analysing conjectural outcomes in the social sciences. In: : . Paper presented at 34th EGOS Colloquium, July 5–7, 2018, Tallinn, Estonia.
Open this publication in new window or tab >>The origins of constellations: Analysing conjectural outcomes in the social sciences
2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Set-theoretic methods (STMs), have enabled social scientists to systematically analyse society/ies in ways that could not be achieved using contemporary statistical methods (Fiss, 2007). By assuming complex causality, STMs are able to: (a) identify multiple paths to the same outcome; (b) identify configurations of contingencies and nullifying forces; and (c) distinguish between ‘sufficient’ and ‘necessary’ causal conditions (Schneider & Wagemann, 2012). Therefore, these methods are well suited to the analysis of social reality (Ragin, 1987). Complex causality also implies conjunctural outcomes, as well as causes. Yet, the current literature on STMs restricts their application to the identification of individual, isolated outcomes. The reason for this appear to be methodological rather than philosophical, and a few methodologists have made efforts to incorporate multifinality (cf. Baumgartner, 2009). However, to date, these innovations are limited to the analysis of multiple individual outcomes, rather than conjunctural ones. This paper therefore asks: 1. Should social scientists concern themselves with conjunctural outcomes, and, if so; 2. How might we analyse and identify conjunctural outcomes. This paper presents both an ontological and a pragmatic argument for the study of conjunctural outcomes. In the case of the former, open systems are inherently susceptible to side-effects and externalities. For the latter, the paper highlights the importance for politicians and managers alike to simultaneously achieve conflicting and/or paradoxical outcomes; e.g., economic growth and carbon reduction (Mason, 2015), or the Triple Bottom Line (Jeurissen, 2000); and for the analysis of outcomes that are inherently complex and combinatory, such as business models (Rumble & Mangematin, 2015). For simplicity’s sake, this paper will focus on business studies and an illustrative setting in which to apply the arguments set forth in this paper. To answer the second question, the paper clarifies how the causal logic of existing STMs can be reinterpreted to identify conjunctural outcomes. The paper ends with an illustration of how this can be done using QCA in an analytical process I term reverse-QCA (‘rQCA').

Keywords
Set theory; QCA; Conjunctural outcomes; Complex causality
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46382 (URN)
Conference
34th EGOS Colloquium, July 5–7, 2018, Tallinn, Estonia
Available from: 2019-09-26 Created: 2019-09-26 Last updated: 2019-09-26Bibliographically approved
Rumble, R. (2018). The role of strategic tools in situated cognition. In: : . Paper presented at 33th EGOS Colloquium, July 6–8, 2018, Copenhagen, Denmark.
Open this publication in new window or tab >>The role of strategic tools in situated cognition
2018 (English)Conference paper, Published paper (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46388 (URN)
Conference
33th EGOS Colloquium, July 6–8, 2018, Copenhagen, Denmark
Available from: 2019-09-26 Created: 2019-09-26 Last updated: 2019-09-26Bibliographically approved
Rumble, R. & Dia, T. (2018). Weighty subjects: The properties of material artifacts in embodied strategic cognition. In: : . Paper presented at 34th EGOS Colloquium, July 5–7, 2018, Tallinn, Estonia.
Open this publication in new window or tab >>Weighty subjects: The properties of material artifacts in embodied strategic cognition
2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This paper outlines an ongoing pilot study into the priming effects for weight on management decision making. Studies from cognitive and social psychology have documented the ability for physical sensations to prime our cognitive functions in areas such as perception, memory, problem-solving, and risk-tolerance; all central processes to good management. In this study, we seek to identify if these theoretical findings can be applied to a business setting and determine whether the sensations that strategy tools project might be priming managers toward certain strategic decisions. In our pilot study, we gave half the participants heavy folders, and the other half light ones, and ask them to perform a SWOT analysis. Then they are asked to choose between two different strategies – one financially optimal, and the other socially conscious. Our preliminary results suggest the framing of the scenario needs to be altered, as all respondents select the socially conscious option, regardless of treatment. However, participants in the heavy group are much more verbose and detailed in the justification of their decision, in line with results from similar empirical studies that suggest weight primes individuals to become more thoughtful and treat tasks with greater attention and seriousness.

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46383 (URN)
Conference
34th EGOS Colloquium, July 5–7, 2018, Tallinn, Estonia
Available from: 2019-09-26 Created: 2019-09-26 Last updated: 2019-09-26Bibliographically approved
Rumble, R. & Minto, N. A. (2017). How to use analogies for creative business modelling. Journal of Business Strategy, 38(2), 76-82
Open this publication in new window or tab >>How to use analogies for creative business modelling
2017 (English)In: Journal of Business Strategy, ISSN 0275-6668, E-ISSN 2052-1197, Vol. 38, no 2, p. 76-82Article in journal (Refereed) Published
Abstract [en]

Purpose: This paper aims to present a method for interpreting and reinterpreting business models as analogies to support the creation of new business model ideas.

Design/methodology/approach: The authors use the literature on cognitive frames and attention to demonstrate the often-overlooked potential of analogies. From this, the authors derive practical recommendations for the use of analogies in creative business model design.

Findings: Managers can design creative business models by seeking multiple interpretations of the way other businesses create and capture value.

Originality/value: Business model frameworks are commonplace, but there is little discussion on how to use them effectively. Furthermore, while analogies are helpful in inspiring novel ideas, their creative potential is limited if the questions asked of and insights found in the case study are not reimagined. The authors provide a practical solution to increase creativity in business model design by recursively reflecting upon issues and solutions. 

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2017
Keywords
Analogy, Attention, Business model, Creativity, Design, Interpretation, Tool
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46379 (URN)10.1108/JBS-09-2016-0091 (DOI)2-s2.0-85019648429 (Scopus ID)
Available from: 2019-09-26 Created: 2019-09-26 Last updated: 2019-09-26Bibliographically approved
Rumble, R. & Genet, C. (2017). Reassessing lone wolves: How collective and institutionalized spinoffs benefit academia. In: : . Paper presented at 2017 Annual Meeting of the Technology Transfer Society (T2S), November 2 - November 4, 2017, Washington DC, USA.
Open this publication in new window or tab >>Reassessing lone wolves: How collective and institutionalized spinoffs benefit academia
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The literature on academic entrepreneurship literature has paid close attention to the beneficial and detrimental impacts of spinoffs on reputation, finance, and technology transfer. Less well-researched, however, is the connection between spinoff processes and their impact on academic research. To explore this relationship, we conducted interviews and collected archival data from forty STEM laboratories in France that has recently produced spinoffs. We adopted an iterative, mixed-method approach combining case histories of the laboratories with coincidence analysis (CNA). Our analyses identify three spinoff processes that are consistently associated with beneficial research impact, including one connected with spinoff failure. In each of these situations, the roles, motivations, and relationships between actors during and after spinoff are central to explaining the catalysing effect on laboratory research.

Keywords
spinoff; academic entrepreneurship; research; relationality; coincidence analysis
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46384 (URN)
Conference
2017 Annual Meeting of the Technology Transfer Society (T2S), November 2 - November 4, 2017, Washington DC, USA
Available from: 2019-09-26 Created: 2019-09-26 Last updated: 2019-09-26Bibliographically approved
Rumble, R., Tippman, E. & Mangematin, V. (2016). Community strategizing: The taking-over of a Pride organization. In: : . Paper presented at 9th Biennial Gender, Work and Organisation Conference (GWO 2016), 29th June-1st July 2016, Keele University, Staffordshire, UK.
Open this publication in new window or tab >>Community strategizing: The taking-over of a Pride organization
2016 (English)Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Organisational coups d'état are episodes of structural change. Unlike other forms of discontinuous management, they are triggered by deep-seated internal grievances and so are likely to trigger sensebreaking and reinterpretation of organizational narratives. However, almost nothing has been written about them since the term was introducedby Zald and Berger (1978) almost forty years ago. We remedy this by developing a process model based on an in-depth case study of a 2014 coup as it went through three phases: tension building, confrontation, and realignment.

Rich, qualitative data are being collected both in real-time and retrospectively. Interviews were(and continue to be) conducted with members of various interest groups, including coup leaders, insurgents, and incumbents. Preliminary data have beenanalysed using Archer’s (1995) morphogenetic cycle framework to understand how theactors and groups involved perceived and reflected upon their situations, and how this lead to action.

Our findings show that the pace and timing of the coup was critical in bringing about its success. This includes a gradual, covert recruitment process catalysed by key events, followed by a rapid confrontation when the directors’ formal power was believed to beat its weakest, during the AGM. The post-coup era is brought about gradual changes in organisational activity, however the vision was instantly and consistently disseminated by a new authoritarian style of management.

This study challenges many previous assumptions about organisational coups d'état as our case demonstrates that they can be driven by non-directors, contain multiple agendas, replace wholeboards, and lead to significant strategic realignment. Our findings primarily contribute to the strategic change literature

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46580 (URN)
Conference
9th Biennial Gender, Work and Organisation Conference (GWO 2016), 29th June-1st July 2016, Keele University, Staffordshire, UK
Available from: 2019-10-16 Created: 2019-10-16 Last updated: 2019-10-16Bibliographically approved
Rumble, R., Tippman, E. & Mangematin, V. (2016). Copious, incoherent, and fleeting: Revisiting how models are used in management practice. In: : . Paper presented at 32nd EGOS Colloquium, Naples, Italy, July 7-9, 2016.
Open this publication in new window or tab >>Copious, incoherent, and fleeting: Revisiting how models are used in management practice
2016 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46579 (URN)
Conference
32nd EGOS Colloquium, Naples, Italy, July 7-9, 2016
Available from: 2019-10-16 Created: 2019-10-16 Last updated: 2019-10-16Bibliographically approved
Rumble, R., Tippman, E. & Mangematin, V. (2016). Organizational coup d'état and strategic change: A critical realist perspective. In: : . Paper presented at International Association of Critical Realism (IACR) Conference 2016, Cardiff, United Kingdom, 20-22 July, 2016.
Open this publication in new window or tab >>Organizational coup d'état and strategic change: A critical realist perspective
2016 (English)Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Organisational coups d'état are episodes of structural change. Unlike other forms of discontinuous management, they are triggered by deep-seated internal grievances and so are likely to trigger sensebreaking and reinterpretation of organizational narratives. However, almost nothing has been written about them since the term was introducedby Zald and Berger (1978) almost forty years ago. We remedy this by developing a process model based on an in-depth case study of a 2014 coup as it went through three phases: tension building, confrontation, and realignment.

Rich, qualitative data are being collected both in real-time and retrospectively. Interviews were(and continue to be) conducted with members of various interest groups, including coup leaders, insurgents, and incumbents. Preliminary data have beenanalysed using Archer’s (1995) morphogenetic cycle framework to understand how theactors and groups involved perceived and reflected upon their situations, and how this lead to action.

Our findings show that the pace and timing of the coup was critical in bringing about its success. This includes a gradual, covert recruitment process catalysed by key events, followed by a rapid confrontation when the directors’ formal power was believed to beat its weakest, during the AGM. The post-coup era is brought about gradual changes in organisational activity, however the vision was instantly and consistently disseminated by a new authoritarian style of management.

This study challenges many previous assumptions about organisational coups d'état as our case demonstrates that they can be driven by non-directors, contain multiple agendas, replace wholeboards, and lead to significant strategic realignment. Our findings primarily contribute to the strategic change literature

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-46578 (URN)
Conference
International Association of Critical Realism (IACR) Conference 2016, Cardiff, United Kingdom, 20-22 July, 2016
Available from: 2019-10-16 Created: 2019-10-16 Last updated: 2019-10-16Bibliographically approved
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-8896-4845

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