Developing the Business case

This article postulates that exploring the underlying theoretical considerations of the research problem opens up a broader understanding of the real business issues. Developing a business case therefore goes hand in hand with understanding and reviewing the theoretical considerations underlying the business research problem through the exploitation of appropriate business management models and the underlying theory related to the models.

Management models have mostly been developed to exploit business realities and to open up business issues that are not immediately obvious. Segal-Horn (2004) refers to these management models as frameworks. It is suggested here that the appropriate exploitation of management models and related theory can, and often does, yield valuable business considerations, that would not easily otherwise be identified. Much of this is due to the fact that models have inherent dynamics that need to be

Environmental change The risk of strategic drift

Strategic change 3 1 Phase 1 Incremental change TIME 2 Phase 2 flux 4

Phase 3/4 transformational change or demise

Fig 1 Risk of Strategic Drift Johnson, (2004)

contextually researched if the full potential of their exploitation is to be achieved within a specific business environment.

As an example of model exploitation consider a research problem where change management is one of the underlying related research issues. The related literature review on change management will of course unravel a degree of understanding on Change management but this will not necessarily be contextually related to the business issues of the organisation in which the research is being carried out.

A review of change management issues within the organisation itself, using relevant change management models, will unravel a number of underlying issues not only of potential value to the organisation itself, but also serves to inform the research instrument (questionnaire and or interview protocol). The following example demonstrates:

AMOUNT OF CHANGE