Novice researchers face challenges in applying grounded theory and choosing between its two historical approaches—Glaserian and Straussian. Although much has been discussed regarding the differences between the Glaserian and Straussian approaches, these differences can confuse early researchers, leading to the flawed use of grounded theory in management and organizational research. Using three case studies (a PhD graduate, a PhD candidate, and a PhD supervisor) in a management and organizational research context, this article illustrates these key differences and provides guidance for researchers in choosing between them. By providing examples and commentary, this article aims to help researchers to choose and apply the most appropriate form of grounded theory within the field of management and organizational research.
Purpose -This paper addresses corporate governance issues around the use of celebrity independent directors in closely held financial institutions.Design/methodology/approach -The authors employ the failure of Lombard Finance, a closely held New Zealand finance company to illustrate the agency conflict between directors, who were nominally independent, and outside debt holders. This approach is taken as New Zealand finance companies were unique in that they are predominantly closely held bank like firms who sourced the bulk of their funds from retail fixed term deposits.
FindingsThe research highlights the conflict inherent when utilising independent celebrity directors as spokespeople for closely held finance companies in a small loosely regulated market.Originality/value This research contributes to the discussion surrounding independent celebrity directors and their influence in the collapse of closely held finance companies at a particular time in recent history.
PurposeThe purpose of this paper is to highlight indigenous and endogenous components of community capacity development through a focus on enterprise with renewed vigour and fervency attributable to local power elites and local collaboration and cooperation.Design/methodology/approachThe twenty‐first century identifies good practices in many aspects of bottom‐up planning and implementation in neoliberal political economies. New Zealand is for many reasons, due to scale, skills and education, an example of endogenous development that is used globally for best practice studies. This paper specifically identifies and explores the local responses to the challenge of democracy and opportunities for diversification through tourism services provision on the Chatham Islands.FindingsThe paper notes that community capacity and governance on the Chathams has been the subject of discussion in recent years and the focus has been directed to conflicts in governance and possibly inappropriate policy and practice coordination. Although the refocus on endogenous development, empowerment and devolution of responsibility has a long pedigree in the context of the neoliberal economy, insufficient attention has been paid to the skills, inclination, social and economic capital for indigenous enterprise, more so in an environment of isolation, relative deprivation and dependence.Originality/valueThis paper highlights indigenous and endogenous components of community capacity development through a focus on enterprise with renewed vigour and fervency attributable to local power elites and local collaboration and cooperation. A useful model of indigenous tourism development and its endogenous antecedents is considered at the conclusion.
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