Details
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 373-387 |
| Seitenumfang | 15 |
| Fachzeitschrift | British Journal of Management |
| Jahrgang | 25 |
| Ausgabenummer | 2 |
| Publikationsstatus | Veröffentlicht - 8 Apr. 2014 |
Abstract
Demonstrating a theoretical contribution is seen as a central challenge in case study research; however, the literature provides little guidance on the crucial step of positioning the study's theoretical claims in relationship to prior theory. This paper addresses the question of how to enter into a dialogue with extant theory in theory building case study research in the field of management. We present three ways of positioning to demonstrate a theoretical contribution, illustrating each with examples from recent case studies drawing on the dynamic capabilities approach. By distinguishing between seeking complementarities and dissimilarities in theory building, we add to this discussion and shed light on the benefits of entering a synergistic, antagonistic and pluralistic dialogue for making a significant theoretical contribution. Methodologically, we more fully specify how case study researchers can elaborate upon their theoretical claims in relation to prior theory.
ASJC Scopus Sachgebiete
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Allgemeine Unternehmensführung und Buchhaltung
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Strategie und Management
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Technologie- und Innovationsmanagement
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in: British Journal of Management, Jahrgang 25, Nr. 2, 08.04.2014, S. 373-387.
Publikation: Beitrag in Fachzeitschrift › Artikel › Forschung › Peer-Review
}
TY - JOUR
T1 - Entering a Dialogue
T2 - Positioning Case Study Findings towards Theory
AU - Ridder, Hans Gerd
AU - Hoon, Christina
AU - McCandless Baluch, Alina
PY - 2014/4/8
Y1 - 2014/4/8
N2 - Demonstrating a theoretical contribution is seen as a central challenge in case study research; however, the literature provides little guidance on the crucial step of positioning the study's theoretical claims in relationship to prior theory. This paper addresses the question of how to enter into a dialogue with extant theory in theory building case study research in the field of management. We present three ways of positioning to demonstrate a theoretical contribution, illustrating each with examples from recent case studies drawing on the dynamic capabilities approach. By distinguishing between seeking complementarities and dissimilarities in theory building, we add to this discussion and shed light on the benefits of entering a synergistic, antagonistic and pluralistic dialogue for making a significant theoretical contribution. Methodologically, we more fully specify how case study researchers can elaborate upon their theoretical claims in relation to prior theory.
AB - Demonstrating a theoretical contribution is seen as a central challenge in case study research; however, the literature provides little guidance on the crucial step of positioning the study's theoretical claims in relationship to prior theory. This paper addresses the question of how to enter into a dialogue with extant theory in theory building case study research in the field of management. We present three ways of positioning to demonstrate a theoretical contribution, illustrating each with examples from recent case studies drawing on the dynamic capabilities approach. By distinguishing between seeking complementarities and dissimilarities in theory building, we add to this discussion and shed light on the benefits of entering a synergistic, antagonistic and pluralistic dialogue for making a significant theoretical contribution. Methodologically, we more fully specify how case study researchers can elaborate upon their theoretical claims in relation to prior theory.
UR - http://www.scopus.com/inward/record.url?scp=84897957172&partnerID=8YFLogxK
U2 - 10.1111/1467-8551.12000
DO - 10.1111/1467-8551.12000
M3 - Article
AN - SCOPUS:84897957172
VL - 25
SP - 373
EP - 387
JO - British Journal of Management
JF - British Journal of Management
SN - 1045-3172
IS - 2
ER -