Strategic Momentum

Abstract

In step 2 of the Design Science Research Cycle, a systematic literature review is conducted to see if grounded and field-tested design propositions can be found. These can be used to design the solution concept for the field problem at stake. But until now, no one has addressed the specific field problem concerning virtual project teams. Therefore, there is no grounding for the design propositions, and even a ‘design idea’ is absent, so abduction can be introduced in step 3. In this chapter, as part of the third step of the Design Science Research Cycle, we will first consider the concept of strategic momentum. We will describe the history of the concept of momentum, which has its roots in physics. Then, we will present the outcome of a literature review concerning strategic momentum in the academic management field. Finally, after the concept of momentum in virtual project teams has been defined, we will discuss a way in which strategic momentum can be measured in virtual project teams. After this discussion concerning strategic momentum, we will present the causal model, which is the solution concept or artefact with which the field problem can be addressed. In this model, the variables influencing the emergence and sustaining of strategic momentum are presented. The model hypothesises that these are team task insight, empowerment, and collective commitment. Concerning the fourth step of the Design Science Research Cycle ‘formulating initial propositions’, four initial propositions are presented.