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  • 1. Genet, Corine
    et al.
    Rumble, Ryan
    Department of Economy and Society, Innovation and Entrepreneurship (IIE), University of Gothenburg, Sweden.
    Reassessing lone wolves: How laboratory-spinoff relations impact research2018Conference paper (Refereed)
  • 2. Genet, Corine
    et al.
    Rumble, Ryan
    What's in it for me? Does academic entrepreneurship benefit laboratories?2016Conference paper (Refereed)
  • 3. Rumble, Ryan
    Business model articulation2015Conference paper (Other academic)
  • 4. Rumble, Ryan
    Business models and the nature of value2015Conference paper (Other academic)
  • 5.
    Rumble, Ryan
    Department of Economy and Society, Innovation and Entrepreneurship (IIE), University of Gothenburg, Sweden.
    The origins of constellations: Analysing conjectural outcomes in the social sciences2018Conference 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').

  • 6.
    Rumble, Ryan
    Department of Economy and Society, Innovation and Entrepreneurship (IIE), University of Gothenburg, Sweden.
    The role of strategic tools in situated cognition2018Conference paper (Refereed)
  • 7.
    Rumble, Ryan
    Institute of Innovation and Entrepreneurship, University of Gothenburg, Sweden.
    The Startup Jungle: Four-dimensional Business Modelling2019In: Journal of Business Models, ISSN 2246-2465, Vol. 7, no 3, p. 25-36Article in journal (Refereed)
    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.

  • 8.
    Rumble, Ryan
    et al.
    Department of Economy and Society, Innovation and Entrepreneurship (IIE), University of Gothenburg, Sweden.
    Dia, T.
    Weighty subjects: The properties of material artifacts in embodied strategic cognition2018Conference 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.

  • 9.
    Rumble, Ryan
    et al.
    Department of Economy and Society, Innovation and Entrepreneurship (IIE), University of Gothenburg, Sweden.
    Genet, C.
    Reassessing lone wolves: How collective and institutionalized spinoffs benefit academia2017Conference 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.

  • 10. Rumble, Ryan
    et al.
    Genet, Corine
    Mangematin, Vincent
    Negligent parents: Why do labs benefit when their spin-offs fail?2015Conference paper (Other academic)
  • 11.
    Rumble, Ryan
    et al.
    Grenoble Ecole de Management (GEM), Grenoble, France.
    Mangematin, Vincent
    Grenoble Ecole de Management (GEM), Grenoble, France.
    Business model implementation: The antecedents of multi-sidedness2015In: Business models and modelling / [ed] C. Baden-Fuller & V. Mangematin, Emerald Group Publishing Limited, 2015, p. 97-131Chapter in book (Refereed)
    Abstract [en]

    Business model research has long focused on external triggers, drivers, and enablers of business model adoption. What is less well known is how business models are adopted in practice. Using a conceptual framework developed by Baden-Fuller and Mangematin, we propose 16 ideal types of business models. Based on a qualitative comparative analysis of 77 businesses, we explore the antecedents of these business model types, paying particular attention to multi-sided models, which are growing in prominence, and require businesses to manage complexity and interde-pendencies. Surprisingly, our analyses reveal that tools developed to support business design, creativity, or visualization were systematically absent from the operationalization of complex, multi-sided business models. The paper contributes to our understanding in three ways: (1) it reveals how businesses with complex, multi-sided models are crafted using heuristics rather than rational business model design tools, (2) it highlights consistent relationships between the practices employed during business creation/reconfiguration and the business models that are adopted, and (3) it opens fruitful research avenues to develop tools to support heuristics in business design and implementation. 

  • 12. Rumble, Ryan
    et al.
    Mangematin, Vincent
    Business model implementation: The antecedents of multi-sidedness2015Conference paper (Other academic)
  • 13.
    Rumble, Ryan
    et al.
    University of Gothenburg.
    Mangematin, Vincent
    Kedge Business School.
    Organizational Coup d'état and Strategic Change: A Process Model2016Conference paper (Refereed)
    Abstract [en]

    Organisational coup d'état is a radical mechanism of strategic 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 little has been written about them since the term was introduced 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 alignment. Our findings challenge many previous assumptions about organisational coups d'état as our case demonstrates that they can be driven by non-directors, contain multiple agendas, replace whole boards, and lead to significant strategic realignment. Our findings primarily contribute to the strategic change literature.

  • 14.
    Rumble, Ryan
    et al.
    Department of Management, Technology and Strategy, Grenoble Ecole de Management, Grenoble, France.
    Minto, Niall Anthony
    School of Management, Dublin Institute of Technology, Dublin, Ireland.
    How to use analogies for creative business modelling2017In: Journal of Business Strategy, ISSN 0275-6668, E-ISSN 2052-1197, Vol. 38, no 2, p. 76-82Article in journal (Refereed)
    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. 

  • 15.
    Rumble, Ryan
    et al.
    Grenoble Ecole de Management, France.
    Tippman, Esther
    University College, Dublin, Ireland.
    Mangematin, Vincent
    Grenoble Ecole de Management, France.
    Community strategizing: The taking-over of a Pride organization2016Conference paper (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

  • 16.
    Rumble, Ryan
    et al.
    Grenoble Ecole de Management, France.
    Tippman, Esther
    University College, Dublin, Ireland.
    Mangematin, Vincent
    Grenoble Ecole de Management, France.
    Copious, incoherent, and fleeting: Revisiting how models are used in management practice2016Conference paper (Refereed)
  • 17.
    Rumble, Ryan
    et al.
    Grenoble Ecole de Management, France.
    Tippman, Esther
    University College, Dublin, Ireland.
    Mangematin, Vincent
    Grenoble Ecole de Management, France.
    Organizational coup d'état and strategic change: A critical realist perspective2016Conference paper (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

1 - 17 of 17
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