Chapter 5 Case Studies and Data
Published: September 2015
Component type: chapter
Published in: Research Methods for Business and Management 2nd edn
Parent DOI: 10.23912/978-1-910158-51-7-2735
The backbone of every research project is the collection of data that a researcher has identified as worthy of analysis. Interviews, survey questionnaires, publically available information and audio-visual material are all potential sources of data to a researcher. However, collecting data can be a daunting experience, either because you have too little data or because what looked like a rich dataset has turned into a nightmarish sense of data-overload. It is therefore helpful to spend time thinking about where you will look for data. Evaluating data sources will save valuable time and resources but also tends to lead to better analysis and more robust results. What constitutes good practice when collecting data is very much dependent on the research tradition within which your project is placed. How do different research traditions define and use data? For those scholars whose work you are engaging with closely, where did they source data? The chapter will help you evaluate data quality, consider ways in which different sources of data be combined and will provide practical advice on data collection. Additionally, a great part of this chapter is dedicated to case studies as an example of a methodology that can be based on different types of data. By following the advice offered here, you will be able to collect data that are relevant to your research methodology and build high quality insights.
- Angeliki Papachroni, Heriot-Watt University (Author)
- Sean Lochrie, Heriot-Watt University (Author)
For the source title:
- Kevin D O'Gorman, Heriot-Watt University (Editor) http://orcid.org/0000-0001-6239-6619
- Robert MacIntosh, Heriot-Watt University (Editor) http://orcid.org/0000-0001-7333-0201
Papachroni & Lochrie, 2015
Papachroni, A. & Lochrie, S. (2015) "Chapter 5 Case Studies and Data" In: O'Gorman, K.D. & MacIntosh, R. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/978-1-910158-51-7-2778
Amaya, M. A., Ackall, G., Pingitore, N., Quiroga, M., & Terrazas‐Ponce, B. (1997). Childhood lead poisoning on the US‐Mexico Border: A case study in environmental health nursing lead poisoning. Public Health Nursing, 14(6), 353-360. https://doi.org/10.1111/j.1525-1446.1997.tb00304.x
Anand, N., Gardner, H. K., & Morris, T. (2007). Knowledge-based innovation: emergence and embedding of new practice areas in management consulting firms. Academy of Management Journal, 50(2), 406-428 https://doi.org/10.5465/AMJ.2007.24634457
Ap, J., & Wong, K. K. F. (2001). Case study on tour guiding: Professionalism, issues and problems. Tourism Management, 22(5), 551-563 https://doi.org/10.1016/S0261-5177(01)00013-9
Baxter, P., & Jack, S. (2008). Qualitative case study methodology: Study design and implementation for novice researchers. The Qualitative Report, 13(4), 544-559.
Berger, P., & Luckmann, T. (1966). The Social Construction of Reality, A treatise in the sociology of knowledge. New York: Anchor Books.
Blaxter, L., Hughes, C., & Tight M. (2001). How to Research. Buckingham: Open University Press.
Borzillo, S., Schmitt, A., & Antino, M. (2012). Communities of practice: keeping the company agile. Journal of Business Strategy, 33(6), 22-30. https://doi.org/10.1108/02756661211281480
Bryman, A., & Bell, E. (2007). Business Research Methods. Oxford: Oxford University Press.
Bryman, A., & Bryman, P. S. R. A. (2003). Quantity and Quality in Social Research. New York: Routledge.
Butler, R., Curran, R., and O'Gorman, K. D. (2013), Pro-poor tourism in a first world urban setting: Case study of Glasgow Govan, International Journal of Tourism Research, 15(5), 443-457. https://doi.org/10.1002/jtr.1888
Corbin, J., & Strauss, A. L. (2007). Basics of Qualitative Research: Grounded theory procedures and techniques. London: Sage.
Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49(2), 173–208.
Creswell, J. W. (2007). Qualitative Inquiry and Research Design: Choosing among Five Approaches. Thousand Oaks: Sage.
Danneels, E. (2011). Trying to become a different type of company: dynamic capability at Smith Corona. Strategic Management Journal, 32(1), 1-31. https://doi.org/10.1002/smj.863
Dul, J., & Hak, T. (2008). Case Study Methodology in Business Research. London: Elsevier.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
Gillham, B. (2001). Case Study Research Methods. London: Continuum.
Gioia, D. A., Price, K. N., Hamilton, A. L., & Thomas, J. B. (2010). Forging an identity: An insider-outsider study of processes involved in the formation of organizational identity. Administrative Science Quarterly, 55(1), 1–46. https://doi.org/10.2189/asqu.2010.55.1.1
Guba, E. G., & Lincoln, Y. S. (1994). Competing paradigms in qualitative research. In N.K. Denzin & Lincoln, Y. S. eds, Handbook of Qualitative Research (pp. 105-117). Thousand Oaks: Sage.
Hartley, J. (2004). Case study research. In C. Cassell & G. Symon (Eds.), Essential Guide to Qualitative Methods in Organizational Research (pp. 323-333). London: Sage. https://doi.org/10.4135/9781446280119.n26
Heracleous, L., & Wirtz, J. (2014). Singapore Airlines: Achieving sustainable advantage through mastering paradox. The Journal of Applied Behavioral Science. 50(2), 150-170 https://doi.org/10.1177/0021886314522323
Jick, T. D. (1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24(4), 602-611. https://doi.org/10.2307/2392366
Kan, M. M., & Parry, K. W. (2004). Identifying paradox: A grounded theory of leadership in overcoming resistance to change. Leadership Quarterly, 15(4), 467-491. https://doi.org/10.1016/j.leaqua.2004.05.003
Ketokivi, M., & Choi, T. (2014). Renaissance of case research as a scientific method. Journal of Operations Management, 32(5), 232-240. https://doi.org/10.1016/j.jom.2014.03.004
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic Inquiry, London: Sage.
Luscher, L. S., Lewis, M., & Ingram, A. (2006). The social construction of organizational change paradoxes. Journal of Organizational Change Management, 19(4), 491-502. https://doi.org/10.1108/09534810610676680
Maclaren, A., Young, M. E., & Lochrie, S. (2013). Enterprise on the Frontier: Taverns, Inns and Economic Development in the American West, 1800-80. International Journal of Contemporary Hospitality Management, 25(2), 264–281. https://doi.org/10.1108/09596111311301630
Marschan-Piekkari, R., & Welch, C. (2011). Rethinking the Case Study in International Business and Management Research. Cheltenham: Edward Elgar. https://doi.org/10.4337/9780857933461
Martin, J. A., & Eisenhardt, K. M. (2010). Rewiring: Cross-business-unit collaborations in multibusiness organizations. Academy of Management Journal, 53(2), 265-301. https://doi.org/10.5465/AMJ.2010.49388795
Miles, M. B., & Huberman, A. M. (1994). Qualitative Data Analysis: An Expanded Sourcebook. London: Sage.
Ming-Jer, C., & Miller, D. (1994). Competitive attack, retaliation and performance: An expectancy-valence framework. Strategic Management Journal, 15(2), 85-102. https://doi.org/10.1002/smj.4250150202
Patton, E., & Appelbaum, S. H. (2003). The case for case studies in management research. Management Research News, 26(5), 60-71. https://doi.org/10.1108/01409170310783484
Patton, M. Q. (2002). Qualitative Research & Evaluation Methods. London: Sage.
Roberts, J., Mcnulty, T., & Stiles, P. (2005). Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom. British Journal of Management, 16(S1), S5-S26. https://doi.org/10.1111/j.1467-8551.2005.00444.x
Roome, N., & Wijen, F. (2006). Stakeholder power and organizational learning in corporate environmental management. Organization Studies, 27(2), 235-263. https://doi.org/10.1177/0170840605057669
Salk, J. E., & Shenkar, O. (2001). Social identities in an international joint venture: An exploratory case study. Organization Science, 12(2), 161-178. https://doi.org/10.1287/orsc.188.8.131.5211
Sandberg, J. (2000). Understanding human competence at work: An interpretative approach. Academy of Management Journal, 43(1), 9-25. https://doi.org/10.2307/1556383
Scandura, T. A., & Williams, E. A. (2000). Research methodology in management: Current practices, trends, and implications for future research. Academy of Management Journal, 43(6), 1248-1264. https://doi.org/10.2307/1556348
Schneider, B., Ehrhart, M. G., Mayer, D. M., Saltz, J. L., & Niles-Jolly, K. (2005). Understanding organization-customer links in service settings. Academy of Management Journal, 48(6), 1017-1032. https://doi.org/10.5465/AMJ.2005.19573107
Scott, J., (1990). A Matter of Record, Documentary Sources in Social Research. Cambridge: Polity Press.
Stake, R. E. (1995). The Art of Case Study Research. London: Sage Publications.
Suter, N. W. (2011). Introduction to educational research. A critical thinking approach. London: Sage.
Valsiner, J. (2000). Data as representations: contextualizing qualitative and quantitative research strategies. Social Science Information, 39(1), 99-113. https://doi.org/10.1177/053901800039001006
Vikström, L. (2010). Identifying dissonant and complementary data on women through the triangulation of historical sources. International Journal of Social Research Methodology, 13(3), 211-221. https://doi.org/10.1080/13645579.2010.482257
Weber, M. (1964). The theory of social and economic organization. New York: Free Press.
Yin, R. K. (2009). Case Study Research: Design and Methods. London: Sage