Building Theories From Case Study Research - This paper describes the process of inducting theory using case studies from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.

Building theories from case study research

�Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and we show how this dynamic provides important insights about the nature of leadership and its outcomes in organizational fields. We define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and we present a set of innovative methods for capturing and analyzing these contextually driven processes. We provide theoretical and practical implications of these ideas for organizational behavior and organization and management theory.

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Building theories from case study research.

Part One: The Context Of Educational Research Part Two: Planning Educational Research Part Three: Styles Of Educational Research Part Four: Strategies And Instruments For Data Collection And Researching Part Five: Data Analysis

Research Methods in Education

A hypothesized need to form and maintain strong, stable interpersonal relationships is evaluated in light of the empirical literature. The need is for frequent, nonaversive interactions within an ongoing relational bond. Consistent with the belongingness hypothesis, people form social attachments readily under most conditions and resist the dissolution of existing bonds. Belongingness appears to have multiple and strong effects on emotional patterns and on cognitive processes. Lack of attachments is linked to a variety of ill effects on health, adjustment, and well-being. Other evidence, such as that concerning satiation, substitution, and behavioral consequences, is likewise consistent with the hypothesized motivation. Several seeming counterexamples turned out not to disconfirm the hypothesis. Existing evidence supports the hypothesis that the need to belong is a powerful, fundamental, and extremely pervasive motivation.

The need to belong: Desire for interpersonal attachments as a fundamental human motivation.

Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces...

https://www.jstor.org/stable/pdfplus/259373.pdf

Social Capital, Intellectual Capital, and the Organizational Advantage

Jurgen Habermas is the most distinguished, and perhaps by that token also the most controversial, social theorist and political philosopher writing in German today.1 In the English-speaking world, to adopt a well-worn phrase, Habermas’s works are well known, but they are not yet known well. In some part this is because of vagaries of translation. Four of Habermas’s major writings have been translated into English under the titles of Toward a Rational Society,2 Knowledge and Human Interests,3 Theory and Practice,4 and Legitimation Crisis. These, however, represent only part of a vast output, and they have not been published in a chronology which conforms directly to the development of Habermas’s ideas. The original version of Theorie und Praxis, for example, was published in 1962, some years before Erkenntnis und Interesse (Knowledge and Human Interests), but these have appeared in reverse order in English. A more important reason for the relative lack of impact that Habermas’s work has had among English-speaking social scientists is that he writes from the context of unfamiliar intellectual traditions: those of Frankfurt critical theory, hermeneutics, and Hegelian philosophy, as well as Marxism. To attempt a mix of all these sounds formidable enough, but Habermas’s compass in fact extends much more widely.

Habermas's Social and Political Theory

The Crisis of Industrial Civilisation, the Early Essays of Auguste Comte

The Society of Individuals.Norbert Elias , Michael Schröter , Edmund Jephcott

Emile Durkheim: Selected Writings: The science of morality

I stopped using the term ‘Third Way’ several years ago, frustrated by my inability to get people to understand what I meant by it. For me it was all about bringing social democracy up to date, not an attempt to find a middle ground between left and right, a sort of fuzzy compromise. I wanted to help develop a political philosophy and practice that would move beyond statist socialism and market fundamentalism, not tread the middle of the road between them. Such an approach also had to come to terms with the rise of issues and problems that do not fit classical right-left distinctions, such as environmental problems.

Anthony Giddens

Papers

Habermas's Social and Political Theory

The Crisis of Industrial Civilisation, the Early Essays of Auguste Comte

The Society of Individuals.Norbert Elias , Michael Schröter , Edmund Jephcott

Emile Durkheim: Selected Writings: The science of morality

Response to Atkins and Leggett