Abstract
This contribution sets out to develop a valid research design which accommodates the
development of a theory in practice (Corbin & Strauss, 2008) about the process of strategy
development in evolving territorial forms of organising called hubs. Hubs are thick,
polymorph and polycentric networks driven by practitioners, shaped around multiple,
wicked and interlinked problems, shared interests, and shared principles (Kamm, Faber, &
Jonker, 2016). Throughout Europe we observe an increasing involvement of a broad range of
constituents including civilians in these emerging networking forms of organizing, enabling
multiple value creation in a cooperative manner while aiming for sustainable transitions on a
regional scale.
This contribution sets out to develop a valid research design which accommodates the
development of
a theory in practice
(Corbin & Strauss, 2008)
about the process of strategy
development in evolving territorial for
ms of organising called hubs.
Hubs are
thick,
polymorph and polycentric networks driven by practitioners, shaped around multiple,
wicked and interlinked problems, shared interests, and shared principles
(K
amm, Faber, &
Jonker, 2016)
. Throughout Europe we observe an increasing involvement of a broad range of
constituents including civilians in these emerging networking forms of organizing, enabling
multiple value creation in a cooperative manner while aim
ing for sustainable transitions on a
regional scale.
Constituents invest in hubs through various means such as time, energy, money, and
other resources that contribute to addressing collaborative solutions for multi
-
faceted,
‘wicked’ problems
(Faber & Jonker, 2015; Weber & Khademian, 2008)
. They commonly
benefit from the results generated by processes of multiple, collective, and shared value
creation
(Faber & Jonker, 2015)
. Our objective is to develop a valid methodological
framework which accommodates the building of a general explanation
(Yin, 2009)
about the
process of strategy development in hubs. It is argued that multiple longitudinal,
retrospective case studies are obligatory in order to understand how the process of craftin
g
a strategy emerges in individual hubs. We will test and adjust our methodological framework
by conducting three case studies in the spring of 2017. Preliminary findings on both the
methodological framework and the results of the case studies will be pres
ented.
