Building theories from case study research.

doi:10.5465/AMR.1989.4308385

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Building theories from case study research.

Journal Article•DOI•

Building theories from case study research.

Kathleen M. Eisenhardt¹•Institutions (1)

Stanford University¹

01 Oct 1989-Academy of Management Review (Academy of Management)-Vol. 14, Iss: 4, pp 532-550

TL;DR: In this paper, the authors define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and present a set of innovative methods for capturing and analyzing these contextually driven processes.

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Abstract: �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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Journal Article•DOI•

Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology

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Dennis A. Gioia¹, Kevin G. Corley², Aimee L. Hamilton³•Institutions (3)

Pennsylvania State University¹, Arizona State University², University of Denver³

01 Jan 2013-Organizational Research Methods

TL;DR: In this paper, a systematic approach to new concept development and grounded theory articulation that is designed to bring "qualitative rigor" to the conduct and presentation of inductive research is presented.

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Abstract: For all its richness and potential for discovery, qualitative research has been critiqued as too often lacking in scholarly rigor. The authors summarize a systematic approach to new concept development and grounded theory articulation that is designed to bring “qualitative rigor” to the conduct and presentation of inductive research.

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6,189 citations

Journal Article•DOI•

Value creation in E-business

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Raphael Amit¹, Christoph Zott²•Institutions (2)

University of Pennsylvania¹, INSEAD²

01 Jun 2001-Strategic Management Journal

TL;DR: In this article, the authors explore the theoretical foundations of value creation in e-business by examining how 59 American and European e-Businesses that have recently become publicly traded corporations create value.

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Abstract: We explore the theoretical foundations of value creation in e-business by examining how 59 American and European e-businesses that have recently become publicly traded corporations create value. We observe that in e-business new value can be created by the ways in which transactions are enabled. Grounded in the rich data obtained from case study analyses and in the received theory in entrepreneurship and strategic management, we develop a model of the sources of value creation. The model suggests that the value creation potential of e-businesses hinges on four interdependent dimensions, namely: efficiency, complementarities, lock-in, and novelty. Our findings suggest that no single entrepreneurship or strategic management theory can fully explain the value creation potential of e-business. Rather, an integration of the received theoretical perspectives on value creation is needed. To enable such an integration, we offer the business model construct as a unit of analysis for future research on value creation in e-business. A business model depicts the design of transaction content, structure, and governance so as to create value through the exploitation of business opportunities. We propose that a firm's business model is an important locus of innovation and a crucial source of value creation for the firm and its suppliers, partners, and customers. Copyright © 2001 John Wiley & Sons, Ltd.

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5,082 citations

Journal Article•DOI•

Case research in operations management

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Christopher A. Voss¹, Nikos Tsikriktsis¹, Mark Frohlich¹•Institutions (1)

London Business School¹

01 Feb 2002-International Journal of Operations & Production Management

TL;DR: In this paper, the use of case study research in operations management for theory development and testing is reviewed and guidelines and a roadmap for operations management researchers wishing to design, develop and conduct case-based research are provided.

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Abstract: This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design, develop and conduct case‐based research.

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4,127 citations

Cites background or methods from "Building theories from case study r..."

...Field notes are a running commentary about what is happening in the research, involving both observation and analysis, preferably separate from one another (Eisenhardt, 1989)....
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...Interviews are usually conducted by a single investigator, but as Eisenhardt (1989) points out, the use of multiple investigators can have advantages....
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...In particular, we will draw on the work of Eisenhardt (1989), who brought together much of the previous work on building theory from case research....
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...Eisenhardt (1989) argues that a priori specification of constructs is valuable because `̀ It permits researchers to measure constructs more accurately....
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...However, in case research we often build a sample of cases by selecting cases according to different criteria (Eisenhardt, 1989; Yin, 1994)....
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Journal Article•DOI•

Systematic combining: an abductive approach to case research

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Anna Dubois¹, Lars-Erik Gadde¹•Institutions (1)

Chalmers University of Technology¹

01 Jul 2002-Journal of Business Research

TL;DR: An approach based on ‘systematic combining’ grounded in an ‘abductive’ logic is suggested for single case research aiming at theory development in industrial network research.

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4,121 citations

Cites background from "Building theories from case study r..."

...Eisenhardt (1989) argues that parsimony is the hallmark...
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...reader with information that makes it possible to evaluate the adequacy of the research procedure and its outcomes (Eisenhardt, 1989)....
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...One striking feature regarding how to build theory from case studies in general is that of ‘‘frequent overlap of data analysis with data collection’’ (Eisenhardt, 1989)....
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...It is important to provide the reader with information that makes it possible to evaluate the adequacy of the research procedure and its outcomes (Eisenhardt, 1989)....
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...reader with information that makes it possible to evaluate the adequacy of the research procedure and its outcomes (Eisenhardt, 1989). Logical coherence as a foundation for analytical generalization is an important criterion for quality in case research. The third problem with case research relates to the fact that some researchers tend to describe everything and ‘as a result describe nothing’. Such studies interfere with a second criterion of research quality. According to Pfeffer (1982), ‘‘good theory should be parsimonious....
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Journal Article•DOI•

Creating and managing a high‐performance knowledge‐sharing network: the Toyota case

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Jeffrey H. Dyer¹, Kentaro Nobeoka²•Institutions (2)

Brigham Young University¹, Kobe University²

01 Mar 2000-Strategic Management Journal

TL;DR: In this paper, the authors examine the black box of knowledge sharing within Toyota's network and demonstrate that Toyota's ability to effectively create and manage network-level knowledge-sharing processes at least partially explains the relative productivity advantages enjoyed by Toyota and its suppliers.

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Abstract: Previous research suggests that knowledge diffusion occurs more quickly within Toyota’s production network than in competing automaker networks. In this paper we examine the ‘black box’ of knowledge sharing within Toyota’s network and demonstrate that Toyota’s ability to effectively create and manage network-level knowledge-sharing processes at least partially explains the relative productivity advantages enjoyed by Toyota and its suppliers. We provide evidence that suppliers do learn more quickly after participating in Toyota’s knowledge-sharing network. Toyota’s network has solved three fundamental dilemmas with regard to knowledge sharing by devising methods to (1) motivate members to participate and openly share valuable knowledge (while preventing undesirable spillovers to competitors), (2) prevent free riders, and (3) reduce the costs associated with finding and accessing different types of valuable knowledge. Toyota has done this by creating a strong network identity with rules for participation and entry into the network. Most importantly, production knowledge is viewed as the property of the network. Toyota’s highly interconnected, strong tie network has established a variety of institutionalized routines that facilitate multidirectional knowledge flows among suppliers. Our study suggests that the notion of a dynamic learning capability that creates competitive advantage needs to be extended beyond firm boundaries. Indeed, if the network can create a strong identity and coordinating rules, then it will be superior to a firm as an organizational form at creating and recombining knowledge due to the diversity of knowledge that resides within a network. Copyright © 2000 John Wiley & Sons, Ltd.

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3,638 citations

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References

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Book•

Basics of qualitative research

[...]

Anselm L. Strauss

01 Jan 1990

TL;DR: The basics of qualitative research can be found in this article, where the authors introduce the concept of basic qualitative research (BQR) and basic of qualitative analysis (QA).

...read moreread less

Abstract: Basics of qualitative research , Basics of qualitative research , کتابخانه دیجیتال جندی شاپور اهواز

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7,758 citations

Book•

Leadership in Organizations

[...]

Gary A. Yukl

01 Jan 1981

TL;DR: This book presents a meta-leadership framework for a post-modern view of leadership that considers the role of language, identity, and self-consistency in the development of leaders.

...read moreread less

Abstract: Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

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7,693 citations

Journal Article•DOI•

Mixing Qualitative and Quantitative Methods: Triangulation in Action @

[...]

Todd D. Jick

01 Dec 1979-Administrative Science Quarterly

TL;DR: There is a distinct tradition in the literature on social science research methods that advocates the use of multiple methods as mentioned in this paper, which is usually described as one of convergent methodology, multimethod/multitrait (Campbell and Fiske, 1959), convergent validation or, what has been called "triangulation".

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Abstract: December 1979, volume 24 There is a distinct tradition in the literature on social science research methods that advocates the use of multiple methods. This form of research strategy is usually described as one of convergent methodology, multimethod/multitrait (Campbell and Fiske, 1959), convergent validation or, what has been called "triangulation" (Webb et al., 1 966). These various notions share the conception that qualitative and quantitative methods should be viewed as complementary rather than as rival camps. In fact, most textbooks underscore the desirability of mixing methods given the strengths and weaknesses found in single method designs.

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7,449 citations

"Building theories from case study r..." refers background or methods in this paper

...The qualitative data are useful for understanding the rationale or theory underlying relationships revealed in the quantitative data or may suggest directly theory which can then be strengthened by quantitative support (Jick, 1979). Mintzberg (1979) described this synergy as follows:...
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...The qualitative data are useful for understanding the rationale or theory underlying relationships revealed in the quantitative data or may suggest directly theory which can then be strengthened by quantitative support (Jick, 1979)....
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...Finally, the work of others such as Van Maanen (1988) on ethnography, Jick (1979) on triangulation of data types, and Mintzberg (1979) on direct research has provided additional pieces for a framework of building theory from case study research....
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Journal Article•DOI•

The Population Ecology of Organizations

[...]

Michael T. Hannan, John Freeman

01 Mar 1977-American Journal of Sociology

TL;DR: In this paper, a population ecology perspective on organization-environment relations is proposed as an alternative to the dominant adaptation perspective, based on the strength of inertial pressures on organizational str...

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Abstract: A population ecology perspective on organization-environment relations is proposed as an alternative to the dominant adaptation perspective. The strength of inertial pressures on organizational str...

...read moreread less

6,002 citations

Journal Article•DOI•

On the psychology of prediction

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Daniel Kahneman, Amos Tversky

01 Jan 1973-Psychological Review

TL;DR: In this article, the authors explore the rules that determine intuitive predictions and judgments of confidence and contrast these rules to the normative principles of statistical prediction and show that people do not appear to follow the calculus of chance or the statistical theory of prediction.

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Abstract: In this paper, we explore the rules that determine intuitive predictions and judgments of confidence and contrast these rules to the normative principles of statistical prediction. Two classes of prediction are discussed: category prediction and numerical prediction. In a categorical case, the prediction is given in nominal form, for example, the winner in an election, the diagnosis of a patient, or a person's future occupation. In a numerical case, the prediction is given in numerical form, for example, the future value of a particular stock or of a student's grade point average. In making predictions and judgments under uncertainty, people do not appear to follow the calculus of chance or the statistical theory of prediction. Instead, they rely on a limited number of heuristics which sometimes yield reasonable judgments and sometimes lead to severe and systematic errors (Kahneman & Tversky, 1972b, 3; Tversky & Kahneman, 1971, 2; 1973, 11). The present paper is concerned with the role of one of these heuristics – representativeness – in intuitive predictions. Given specific evidence (e.g., a personality sketch), the outcomes under consideration (e.g., occupations or levels of achievement) can be ordered by the degree to which they are representative of that evidence. The thesis of this paper is that people predict by representativeness, that is, they select or order outcomes by the degree to which the outcomes represent the essential features of the evidence.

...read moreread less

5,484 citations

"Building theories from case study r..." refers background in this paper

...…& Tversky, 1973), they are overly influenced by the vividness (Nisbett & Ross, 1980) or by more elite respondents (Miles & Huberman, 1984), they ignore basic statistical properties (Kahneman & Tversky, 1973), or they sometimes inadvertently drop disconfirming evidence (Nisbett & Ross, 1980)....
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...They leap to conclusions based on limited data (Kahneman & Tversky, 1973), they are overly influenced by the vividness (Nisbett & Ross, 1980) or by more elite respondents (Miles & Huberman, 1984), they ignore basic statistical properties (Kahneman & Tversky, 1973), or they sometimes inadvertently…...
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