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Facilitators and inhibitors to visualising information in organisational practice

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thesis
posted on 08.12.2021, 13:48 by Ong, Cassandra

The benefits of visual artefacts and methodologies have been well documented in the strategy literature. However, this work has concentrated on the ‘how to do’ and ‘why to do’ of visualisation. It remains unclear why, given this widespread promotion, visualisation is not utilised more for communicating and developing strategy. This thesis explores the ‘doing’ of strategy visualisation through a practice lens by examining the processes through which visualisation services are adopted by organisations. Using a qualitative approach, I studied ten organisations in five countries that create visualisations for clients and identified common facilitators and inhibitors of visualisation adoption, discussing its implications for strategy.  The study’s findings expand upon the literature on facilitators and inhibitors to visualisation, discovering that these factors are personal and contextual in nature. Personal factors include:   - prospective clients’ experience of prior visualisation outcomes;   - predispositions for or against visualisation;   - prior knowledge about visualisation and associated services;   - partiality towards particular visualisation consultants; and   - the capability to distinguish specific organisational needs for visualisation.  Contextual factors such as organisational culture, and ability to approve the service within an allocated budget, also influence the adoption of visualisation. Based on a greater understanding of these factors, a heuristic framework was developed to relate these facilitators or inhibitors to four process phases:  Pre-contact → Contact → Commitment → and Post-purchase Evaluation.  My research findings benefit practitioners, by clarifying facilitating and inhibiting factors to visualisation adoption and suggesting interventions based on these. The findings also have implications for methodology and theory development: they indicate the value of studying strategy visualisation through a practice lens; add to our understanding of how visualisation can clarify and support strategy making; and enable insight into the dynamics of visualisation adoption to provide reasons why visualisation is not as widespread a practice as its proponents suggest it should be.

History

Copyright Date

01/01/2016

Date of Award

01/01/2016

Publisher

Te Herenga Waka—Victoria University of Wellington

Rights License

Author Retains Copyright

Degree Discipline

Management

Degree Grantor

Te Herenga Waka—Victoria University of Wellington

Degree Level

Masters

Degree Name

Master of Commerce

ANZSRC Type Of Activity code

1 Pure Basic Research

Victoria University of Wellington Item Type

Awarded Research Masters Thesis

Language

en_NZ

Victoria University of Wellington School

Victoria Management School

Advisors

Cummings, Stephen