Strategic Turning Points in ICT Business: Re-Valued Case of Nokia

Strategic Turning Points in ICT Business: Re-Valued Case of Nokia

Rauno Rusko (University of Lapland, Finland)
DOI: 10.4018/978-1-4666-4860-9.ch005
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This chapter is based on the study “Strategic Processes and Turning Points in ICT Business: Case Nokia” (Rusko, 2012), in which the analysis reached no further than Spring 2011. Those days, one important strategic turning point was just beginning: the era of CEO Stephen Elop (September 2010) and collaboration with Microsoft (February 2011). Although the long-term perspective, strategic turning points, and path dependency are also important in this study, the focus has moved towards the prevailing era of Nokia and its competitors. Compared to the initial version, smartphones and their operating systems play a more important role in this study.
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2. Research Design

This study is based on case study research strategy in which the case is the strategic processes of Nokia. Social sciences have various definitions for case study research. Typically, case study research is not tied to any particular method. It enables several alternative methods to use - both qualitative and quantitative (see e.g. Eriksson and Kovalainen, 2008; Yin, 2002). Therefore, case study research could be considered more like a research strategy (Laine et al., 2007; Yin, 2002) without any exclusionary tight definitions about the methods suitable or unsuitable for the category of “case study research”.

Most of the case studies have some of these following features (Laine et al., 2007, 10; see also e.g. Yin 2002):

  • 1.

    Holistic and meaningful characteristics of real life events or cases.

  • 2.

    Organizational and managerial processes.

  • 3.

    The use of several materials and methods.

  • 4.

    The exploitation of previous researches.

  • 5.

    The dimness of the case and context.

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