TY  - JOUR
AB  - Planning tools originating from logical rational models of strategy formation still have their place in e‐commerce, albeit complemented with elements of incrementalism and vision. Tools for prioritisation specifically, though, are unvalidated in this sphere. Action research would seem to be well suited to turbulent environments such as e‐commerce, due to its immediacy of outcome, its future orientation, its respect for practitioners as co‐producers of knowledge and its cyclical process. An action research study is described which modifies the directional policy matrix (DPM) to take account of competition between business models, not just between individual organisations. Conclusions are drawn on the wider applicability of the matrix, the role of strategy tools in situations of uncertainty, and the role of action research in reducing the gap between theory and practice.
VL  - 38
IS  - 3/4
SN  - 0309-0566
DO  - 10.1108/03090560410518594
UR  - https://doi.org/10.1108/03090560410518594
AU  - Daniel Elizabeth
AU  - Wilson Hugh N.
PY  - 2004
Y1  - 2004/01/01
TI  - Action research in turbulent environments: An example in e‐commerce prioritisation
T2  - European Journal of Marketing
PB  - Emerald Group Publishing Limited
SP  - 355
EP  - 377
Y2  - 2024/09/19
ER  -