Martin Eppler
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Eppler
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Martin
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martin.eppler@unisg.ch
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+41 71 224 2297
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  • Publication
    Data Integration: A Real-Time, Participant-Driven, and Visually Supported Method
    (Sage, 2020)
    Alexander, Elitsa
    ;
    Eppler, Martin J.
    ;
    Comi, Alice
    We introduce a method in which instant data visualization facilitates real-time data integration and involves participants in data interpretation. The results of quantitative research (e.g., electronic card sorting) are represented visually (e.g., in a dendrogram) and fed back to research participants in follow-up focus group conversations. The visualized quantitative results are reviewed and discussed by participants. The visual display of the quantitative results is annotated with qualitative feedback generated by participants that explains, enriches, or challenges the quantitative results. We apply our method in a card sorting study of Fédération Internationale de Football Association’s (FIFA) stakeholders. An approach that facilitates real-time data integration that is participant-driven and visually supported is the unique contribution of this article to mixed methods research.
    Type: journal article
    Journal: Journal of Mixed Methods Research
    Issue: online first
    DOI: 10.1177/1558689820902294
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/112543
    Scopus© Citations 13
  • Publication
    Beyond projection : Using visualization in conducting interviews
    (Emerald, 2014)
    Comi, Alice
    ;
    Bischof, Nicole
    ;
    Eppler, Martin J.
    Purpose - This article argues for the reflective use of visual techniques in qualitative inter-viewing and suggests using visuals not only as projective techniques to elicit answers, but also as facilitation techniques throughout the interview process. Design/methodology/approach - By reflecting on their own research projects in organization and management studies, the authors develop a practical approach to visual interviewing - making use of both projective and facilitation techniques. The article concludes by discussing the limitations of visualization techniques, and suggesting directions for future research on visually-enhanced interviewing. Findings - The article's contribution is two-fold: First, it explains how the introduction of visual facilitation may improve the interview process, while also bringing advantages for the ensuing phase of data analysis. Second, it suggests a practical approach for the integration of visual projection and facilitation into qualitative research. Originality/value - This article is reflective of what is currently occurring in the field of qualitative interviewing, and presents a practical approach for the integration of visual projec-tion and facilitation into qualitative interviews.
    Type: journal article
    Journal: Qualitative Research in Organization and Management
    Volume: 9
    Issue: 2
    DOI: 10.1108/QROM-05-2012-1074
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/87584
    Scopus© Citations 25
  • Publication
    Assessing the Impact of Visual Facilitation on Inter-Organizational Collaboration : An Experimental Study
    (Springer, 2011-06)
    Comi, Alice
    ;
    Eppler, Martin J.
    As suggested by several scholars, inter-organizational collaboration is an important vehicle for innovation, but working across organizational boundaries entails great complexity. In this paper, we argue that visual facilitation may act as a catalyst of inter-organizational teamwork, leading to increased knowledge sharing quality (H1), team performance (H2) and satisfaction (H3). On the other hand, we suggest that the aesthetic beauty of visual representations may exert a manipulatory effect, inducing inter-organizational actors to overestimate the collaboration value potential (H4). We adopt an experimental design (N=145 participants) in order to assess the advantages and disadvantages of visual facilitation in inter-organizational teamwork. In particular, we compare inter-organizational teams working with i) software-based visualization, ii) poster-based visualization, and iii) text-based facilitation (control condition). By comparing results across the two treatment conditions (software and poster), we disentangle the effects of visual facilitation and computer interactivity, therefore making a unique contribution to research on information visualization. The experiment findings show that software-supported teams outperform the control groups in terms of performance (H2), and exhibit greater satisfaction with the inter-organizational meetings (H3). We extend our experimental study by conducting focus groups with 17 experiment participants to gain an in-depth understanding of the users' experience with the different support systems. After discussing relevant implications for both researchers and practitioners, we point out the limitations of our study and suggest directions for future research.
    Type: journal article
    Journal: Journal of Universal Computer Science
    Volume: 17
    Issue: 10
    DOI: 10.3217/jucs-017-10-1430
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/94073
  • Publication
    Building on Disagreement Visually: The System and the Method
    (Proceedings of the European Conference of Information Systems (ECIS 2018), 2018-06-23)
    Alexander, Elitsa
    ;
    Eppler, Martin J.
    ;
    Comi, Alice
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/100306
  • Publication
    Interaction Patterns: A Visual Approach to Mixed Methods Research
    (Proceedings of the European Conference on Research Methodology for Business and Management Studies (ECRM 2018), 2018-07-12)
    Alexander, Elitsa
    ;
    Eppler, Martin J.
    ;
    Comi, Alice
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/100225
  • Publication
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/103938
  • Publication
    Integrating Quantitative and Qualitative Data through Visualization: A Mixed Methods Approach
    (Academy of Management, 2016-08)
    Alexander, Elitsa
    ;
    Comi, Alice
    ;
    Eppler, Martin J.
    In this paper we discuss the theoretical underpinnings and proposed application of VisualQuanQual: a mixed methods approach for extending quantitative research through qualitative data that is generated by means of visualization. The results of quantitative research are aggregated into information visualizations (e.g., plots, dendrograms), which are shown to the research participants in follow-up focus group discussions. These visualizations are used to guide the focus group discussions - points of agreement and discrepancy between the visual output and the groups’ interpretations are identified. Based on an example study with 75 managers, we show that information visualizations enable participants to collectively produce interpretations that extend (or challenge) the quantitative results. Based on our experience, we highlight a range of potential benefits of applying VisualQuanQual in management enquiry, including the means to involve participants in the process of data interpretation and to address some problems of QUAN-QUAL data integration (such as the feasibility assurance problem and the integration assurance problem). VisualQuanQual is suitable to extend any type of quantitative research methods, like surveys and experiments.
    Type: conference paper
    DOI: 10.5465/AMBPP.2016.14453abstract
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/104078
  • Publication
    Epistemic Actions in Visual Strategy Ideation: : Exploring the (re)appropriation of visual artefacts for strategy making
    ( 2013-06-13)
    Comi, Alice
    ;
    Eppler, Martin J.
    ;
    Mitev, Nathalie
    ;
    de Vaujany, François-Xavier
    ;
    Giraudeau, Martin
    In a recent review of the strategy-as-practice literature, Vaara and Whittington (2012) called for a closer examination of the role of materiality in strategy making. In this article we approach this gap, by uncovering the dynamics whereby strategy tools – such as strategy maps, technology roadmaps, and strategy canvas – are (re-)appropriated in strategy making workshops. To this end, we build on previous studies on the “epistemic culture” of strategy making (Kaplan, 2011) – broadly defined as the arrangements and mechanisms by which strategy is produced in a situated context. In this perspective, the re-appropriation of strategy tools to accommodate for the here-and-now of strategy making should not be regarded as “incorrect”, but rather as a situated practice assisting both analytical and imaginative thinking. Adaptive uses include, among other things, integrating or combining multiple tools, revising the dimensions or labels of the tools, and changing the tempo and scope of their application (Jarratt & Stiles, 2010). Whereas previous research has focused on the discursive practices whereby strategy is formulated in interaction with material artefacts (Kaplan, 2011), we recognize the inherently visual nature of strategy tools and suggest adopting a “visual turn”. We therefore approach materiality from a visual angle, and consider strategy tools as embedded in the visual practices of strategy makers (Eppler & Platts, 2009; Whyte, Ewenstein, Hales, & Tidd, 2008). In particular, we address the following questions: What visual practices do underlie the (re-)appropriation of strategy tools? How do strategy tools mediate and influence strategy decisions, by virtue of their visual structure? In order to address these questions, we rely on a large empirical base consisting of direct observations of practitioners engaging in strategy formation workshops with the aid of innovative – yet simple – strategy tools (examples in Figure 1). We have in fact conducted action research with strategy making teams from 12 European companies, with the aim to assist strategy formation and the creation of innovative strategic options for their businesses. The workshops (4-12 participants) were facilitated either by the researchers or by one of the participants, and involved the use of strategy templates – hand-sketched on large brown paper, or loaded as digital files on visualization software. Building on this empirical base, we suggest that the (re-)appropriation of strategy tools occurs along the lines of four “epistemic actions” i.e., following, questioning, transcending and revising) – consisting of physical interactions with the visual material that stimulate thinking. At first, the engagement with the visual structure fosters new insights, leading participants to initiate a reflexive practice whereby the reality of the business context is reappraised in light of the tool dimensions (following). While formulating their strategy, practitioners may start questioning the very usefulness of the strategy tool, and its aptness to capture the complexity of reality (questioning). As they manipulate the visual structure, participants may transcend and eventually revise the strategy tool to suit the here-and-now of their strategizing activity (transcending and revising). Triggered by the visual structure of the tool, these epistemic actions promote a higher level of consciousness as to the basis on which the organization interpret its strategic objectives, context, and opportunities. We illustrate epistemic actions – and the corresponding shifts – with vignettes taken from our action research. In so doing, we shed light on the material transformations undergone by the strategy tools, and suggest how such transformations influence the strategizing activity. To mention an example, in a workshop of a global insurance group, the participants used a method called “empathy map” Gray, Brown & Macanufo, 2010) to analyse the current needs and expectations of their corporate clients in the area of Internet insurance. Originally, the empathy map is used to achieve a deeper understanding of any stakeholders in the business environment, by identifying their current expectations, as well as mental and emotional status-quo. But after having worked in this mode for about 20 minutes, the team was somewhat disappointed that the exercise did not lead to any breakthrough ideas, and thought about other ways to use the empathy map. One member thus suggested extending the empathy map from a present to a future orientation in order to anticipate the future needs and expectations of Internet insurance customers. This retrospective exercise sparked many new ideas, enabling practitioners to project the customer’s state of mind as if the organization had already introduced a new insurance for the Internet age. In another workshop, practitioners were introduced to the opportunity map (Muller & Valikangas, 2002) – a visual strategizing method used to assist the identification of synergy areas with a business partner, and to envision opportunities for collaboration. The matrix structure provides a perceptual affordance to systematically recombine organizational assets and competences for filling white-space opportunities. But in the example at hand, the opportunity map was reconfigured as a roadmap for the future development of the alliance, rather than being used for assessing the feasibility of the alliance itself. To some extent, the practitioners were cajoled by the visual depiction of collaboration opportunities, and started working out the details of the alliance, without first performing a due diligence analysis of the associated risks and downturns. From a theoretical perspective, our visual approach to the study of strategy-as-practice sheds new light on the performative character of strategy tools, by suggesting that their visual structure may provide guidance, but also cajole or even trap practitioners. The visual structure in fact makes certain units of information more or less salient, and hence more or less likely to be considered in strategy making. Furthermore, the way that strategic tools are presented seems to have an impact on their use and hence on strategy practice. Practitioners have a higher propensity to question, transcend and revise a strategy tool if such a tool is presented as a hand-sketched framework rather than a software-based template. A low perceived finishedness in fact might help participants appropriate the tool and make it “their own” by adding, subtracting, or modifying elements. Questioning the epistemic validity of a strategy tool, however, is not a riskless approach, involving possible biases in strategy formulation, and even confrontation in strategy making workshops. We thus believe it is useful to inform practitioners about the epistemic actions and shifts outlined in this paper and hence provide an opportunity for metacognition in the use of strategy tools.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/89125
  • Publication
    Cognitive Biases in New Technology Appropriation : An experiment on the impact of judgmental and presentational priming
    (AIS Electronic Library (AISeL), 2013-12-17)
    Comi, Alice
    ;
    Eppler, Martin J.
    ;
    Herrmann, Andreas
    ;
    Schlager, Tobias
    This paper extends individual-based theories of adaptive structuration by exploring the role of cognitive biases in shaping the individual sensemaking of a new technology (i.e., an online product configurator). We question whether cognitive biases intervene in the sensemaking process to influence the ensuing appropriation of the technology. We experimentally trigger cognitive biases by priming participants (N=645) with positive/negative judgments about the technology and with textual/visual instructions about its features. As outcome variables, we measure subjective and objective faithfulness of appropriation (FOA), and satisfaction with the technology. Results indicate that negative judgment lowers users’ satisfaction, but at the same time increases their objective FOA. Compared to textual priming, visual priming leads to higher satisfaction, and triggers an illusion of having appropriated the technology faithfully – although without influencing objective FOA. We conclude by showing implications for IS scholars and practitioners.
    Type: conference paper
    URL: http://aisel.aisnet.org/icis2013/proceedings/HumanBehavior/9/
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88296
  • Publication
    How can we see what they say? : On the use of visual representations in qualitative interviewing
    (Academy of Management, 2012-08-06)
    Bischof, Nicole
    ;
    Comi, Alice
    ;
    Eppler, Martin J.
    The innovation of an incumbent firm’s business model is one of today’s most important, yet challenging tasks. However, current literature has only scarcely addressed the issues of how a firm’s management can foster business model innovation, and specifically, what the role of leadership is in business model innovation. We address this research gap by developing a conceptual model of the impact of top level leader behavior on business model innovation of incumbent firms. Specifically, we establish a theoretical linkage between top level leader behavior and business model innovation from a cultural historical activity system perspective of organizational learning and development. We propose that transformational and transactional leader behaviors of top level management are likely to have a positive impact on business model innovation by developing learning activity of the subject and by instructing the development of new forms of activity, such as a new business model of the incumbent firm as the learning subject. We also propose that transactional and transformational leader behaviors mediate the positive impact of instrumental leader behavior on business model innovation. From our model, we propose that laissez-faire leader behavior of a firm’s top management is negatively associated with business model innovation of incumbent firms.
    Type: conference paper
    Volume: Paper Session 1290
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/91187