Abstract
In this chapter, we introduce design science research. Design science as a concept was first introduced by Herbert Simon in his book The sciences of the artificial, published in 1969. Design science research starts with a real-life problem, a field problem, for which a solution concept is elaborated and validated. Design science research is prescription driven, and therefore, the nature of the research product is a solution concept that can be designed using design propositions. These design propositions are based on the CIMO logic. This solution concept is an artefact which can be used by professionals in the field. As the field problem in this book is in the domain of virtual project teams, the Design Science Research Cycle is shortly described in this chapter. The Design Science Research Cycle consists of seven steps which form the common thread in this book. In step 1, which will also be elaborated in this chapter, the choice of the field problem will be addressed.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
The word ‘Pfalz’ is derived from the Latin word paladium, which means ‘palace’.
References
Andriessen, D. (2004). Reconciling the rigour–relevance dilemma in intellectual capital research. The Learning Organization, 11(4/5), 393–401.
Beers, P. J. (2005). Negotiating common ground: Tools for multidisciplinary teams (Unpublished doctoral dissertation). Heerlen: Open Universiteit Nederland.
Bernhardt, J. W. (1993). Itinerant kingship and royal monasteries in early medieval Germany, 936–1075. Cambridge: Cambridge University Press.
Carte, T. A., Chidambaram, L., & Becker, A. (2006). Emergent leadership in self-managed virtual teams. Group Decision and Negotiation, 15(4), 323–343.
Cascio, W. F., & Shurggailo, S. (2003). E-leadership and virtual teams. Organisational Dynamics, 31(4), 362–376.
Cohen, S. G., & Gibson, C. B. (2003). In the beginning; Introduction and framework. In C. B. Gibson & S. G. Cohen (Eds.), Virtual teams that work: Creating conditions for virtual team effectiveness (pp. 1–14). San Francisco: Jossey-Bass.
Cordery, J. L., & Soo, S. (2008). Overcoming impediments to virtual team effectiveness. Human Factors and Ergonomics, 18(5), 487–500.
Dellantonio, S., Mulatti, C., & Job, R. (2013). Artifact and tool categorization. Review of Philosophy and Psychology, 4(3), 407–418.
Denjer, D., Tranfield, D., & Van Aken, J. E. (2008). Developing design propositions through research synthesis. Organization Studies, 29(3), 393–413.
Dresch, A., Lacerda, D. P., & Antunes, J. A. V., Jr. (2015a). Design science research. New York: Springer International.
Dresch, A., Lacerda, D. P., & Miguel, P. A. C. (2015b). A distinctive analysis of case study, action research and design science research. Revista Brasileira de Gestão de Negócios, 17(56), 1116.
Duarte, D. L., & Tenant Snijder, N. (2001). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco: Jossey-Bass.
Eisenhardt, K. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.
Flanagan, J. C. (1954). The critical incident technique. Psychological Bulletin, 51, 327–358.
Gibbons, M., Limoges, C., Nowotny, H., Schwartzman, S., Scott, P., & Trow, M. (1994). The new production of knowledge. London: Sage.
Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29, 499–517.
Hackman, J. R. (1990). Groups that work (and those that don’t). San Francisco: Jossey-Bass.
Hackman, J. R., & Walton, R. E. (1986). Leading groups in organizations. In P. S. Goodman (Ed.), Designing effective work groups. San Francisco: Jossey-Bass.
Hatchuel, A. (2009). A foundationalist perspective for management research: A European trend and experience. Management Decision, 47(9), 1458–1475.
Hermann, O. (2000). Lothar III und sein Wirkungsbereich. Räumliche Bezüge königlichen Handelns im hochmittelalterlichen Reich (1125–1137). Bochum: Winkler (In German).
Hoch, J. E., & Kozlowski, S. W. (2014). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of Applied Psychology, 99(3), 390.
Kampermann, A. W. T. (1992). De betekenis van teamwork in arbeidsorganisaties: en analyse. In A. W. T. Kampermann & J. Gerrichhauzen (Eds.), Teambuilding. Deventer/Heerlen: Kluwer/Open Universiteit (In Dutch).
Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organisational Behavior and Human Performance, 22, 375–403.
Konradt, U., & Hertel, G. (2002). Management Virtueller teams; von der Telearbeit zum virtuellen Unternehmen. Weinheim/Basel: Beltz Verlag. (In German).
McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill.
Numagami, T. (1998). The infeasibility of invariant laws in management studies: A reflective dialogue in defense of case study. Organization Science, 9, 1–15.
Olaisen, J., & Revang, O. (2017). Working smarter and greener: Collaborative knowledge sharing in virtual global project teams. International Journal of Information Management, 37(1), 1441–1448.
Opdenakker, R. J. G. (2012). Strategic momentum in virtual R&D project teams: A complement to management (Dissertation). Eindhoven: Technische Universiteit.
Pawson, R., & Tilley, N. (1997). Realistic evaluation. London: Sage.
Podsakoff, P. M., Niehoff, B. P., MacKenzie, S. B., & Williams, M. L. (1993). Do substitutes for leadership really substitute for leadership? An empirical examination of Kerr and Jermier’s situational leadership model. Organizational Behavior and Human Decision Processes, 54, 1–44.
Romme, A. G. (2003). Making a difference: Organization as design. Organization Science, 14(5), 558–573.
Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a ‘Big Five’ in teamwork? Small Group Research, 36, 555–599.
Schön, D. A. (1983). The reflective practitioner. London: Temple Smith.
Schwab, K. (2017). The fourth industrial revolution. New York: Crown Business.
Simon, H. A. (1996). The sciences of the artificial. Cambridge, MA: MIT Press.
Stam, C. D. (2007). Knowledge productivity: Designing and testing a method to diagnose knowledge productivity and plan for enhancement (Unpublished doctoral dissertation). Enschede: Twente University.
Starkey, K., & Madan, P. (2001). Bridging the relevance gap: Aligning stakeholders in the future of management research. British Journal of Management, 12, s3–s26.
Sundstrom, E., DeMeuse, K. P., & Futrell, D. (1990). Work teams: Applications and effectiveness. American Psychologist, 45, 120–133.
Talmar, M. (2018). Designing organizations for innovation in transitioning domains (Dissertation). Eindhoven: Technische Universiteit.
Townsend, A. M., DeMarie, S. M., & Hendrickson, A. R. (1998). Virtual teams: Technology and the workplace of the future. Academy of Management Executive, 12(3), 17–29.
Van Aken, J. E. (2004). Management research based on the paradigm of the design sciences: The quest for field-tested and grounded technological rules. Journal of Management Studies, 41(2), 219–246.
Van Aken, J. E. (2005). Management research as a design science: Articulating the research products of mode 2 knowledge production in management. British Journal of Management, 16(1), 19–36.
Van Aken, J. E. (2007). Design science and organization development interventions; Aligning business and humanistic values. Journal of Applied Behavioral Science, 43, 67–88.
Van Aken, J. E. (2011). Donald Schön’s legacy to address the great divide between theory and practice. Planning Theory and Practice, 11(4), 609–613.
Van Aken, J. E. (2015). Developing generic actionable knowledge for the social domain: Design science for use in the swamp of practice. Methodological Review of Applied Research, 2(2), 9–25.
Van Aken, J., & Berends, H. (2018). Problem solving in organisations. Cambridge: Cambridge University Press.
Van Aken, J. E., & Romme, G. (2009). Reinventing the future: Adding design science to the repertoire of organization and management studies. Organization Management Journal, 6(1), 5–12.
Van Aken, J. E., Hop, L., & Post, G. J. J. (1998). The virtual organization: A special mode of strong interorganizational cooperation. In M. A. Hitt, R. D. Nixon, & J. E. Ricart (Eds.), Managing strategically in an interconnected world. Chichester: Wiley.
Van Aken, J., Berends, H., & Van der Bij, H. (2012). Problem solving in organisations. Cambridge: Cambridge University Press.
Van de Ven, A. H. (2007). Engaged scholarship: A guide for organizational and social research. Oxford: Oxford University Press on Demand.
Yin, R. K. (2003). Case study research: Design and methods. Thousand Oaks, CA: Sage.
Yukl, G. A. (1998). Leadership in organizations. Pearson Education India.
Zigurs, I. (2003). Leadership in virtual teams: Oxymoron or opportunity? Organizational Dynamics, 31(4), 339–351.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2019 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Opdenakker, R., Cuypers, C. (2019). Introduction and Field Problem Concerning Virtual Project Teams. In: Effective Virtual Project Teams. Future of Business and Finance. Springer, Cham. https://doi.org/10.1007/978-3-030-22228-4_1
Download citation
DOI: https://doi.org/10.1007/978-3-030-22228-4_1
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-22227-7
Online ISBN: 978-3-030-22228-4
eBook Packages: Business and ManagementBusiness and Management (R0)