Contextualising case studies in entrepreneurship: A tandem approach to conducting a longitudinal cross-country case study

Chetty, Sylvie; Partanen, Jukka; Rasmussen, Erik Stavnsager; Servais, Per

doi:10.1177/0266242612471962

Cited by 32 publications

(25 citation statements)

References 47 publications

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“…A common definition of critical incident as well as the framework ensured the validity and reliability of our findings (cf. Chetty et al, 2013). Key findings from each case were compiled in a summary table with a short description of each critical incident leading to this event and its consequences.…”

Section: Methodsmentioning

confidence: 99%

The dynamics of failure in international new ventures: A case study of Finnish and Irish software companies

Nummela

Saarenketo

Loane

2014

International Small Business Journal: Researching Entrepreneurs

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This article investigates venture failure in the context of rapid internationalisation using a literature-based framework and four illustrative cases from Finland and Ireland. In addition to introducing a contextualised definition of failure, we offer a holistic framework for analysing failure in future studies while also identifying critical incidents, as well as internal and external factors, informing the failure process. The findings suggest that managerial capabilities, particularly managerial experience and business competence, filter the external drivers of failure.

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Section: Methodsmentioning

confidence: 99%

The dynamics of failure in international new ventures: A case study of Finnish and Irish software companies

Nummela

Saarenketo

Loane

2014

International Small Business Journal: Researching Entrepreneurs

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“…Chetty et al . ). Legitimacy is pertinent to effectuation because, in situations of high uncertainty and innovative endeavors, potential stakeholders search for signals of legitimacy when considering tie formation (Podolny ; Stuart et al .…”

Section: What Do We Know About ‘What’ Network Develops In Effectuation?mentioning

confidence: 97%

Formation and Constitution of Effectual Networks: A Systematic Review and Synthesis

Kerr

Coviello

2019

Int J Management Reviews

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The co-creational processes of effectuation represent an important development in understanding of entrepreneurial action. They also manifest in networks that are themselves important artefactual outcomes of effectual processes. To synthesize research connecting effectuation to the networks involved, this paper offers a systematic literature review. Following recent theorizing, the authors organize the literature around two general themes: (1) why and how network development occurs; and (2) what network develops. The resultant thematic model offers a comprehensive perspective on network development under effectuation logic. The analysis identifies that understanding of effectual networking and effectual networks is fragmented, incomplete and constrained by a lack of construct and contextual clarity. The authors present alternative perspectives on constructs and assumptions surrounding networks in effectuation, integrate network theory into effectuation, and generate important trajectories for future research.

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“…For this reason, our approach is more descriptive than prescriptive (Perry, 1998). A case study methodology was adopted because it provides an in-depth understanding of complex phenomena (Chetty et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Do family-managed and non-family-managed firms internationalize differently?

Avrichir

Meneses

Santos

2016

JFBM

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Purpose Although the concepts of family business, internationalization, and agency theory have received some attention in the relevant literature, these concepts and theories have been used independently. The purpose of this paper is to help close the gap between what is known and what needs to be known about the decision-making processes of internationalization of family managers (FM) and non-family managers (NFMs). Design/methodology/approach The paper analyzes the story of Busscar, a Brazilian firm that began internationalization under an FM and ended it under an NFM. The management transition took place suddenly, as the family CEO died in a tragic accident, and the company appointed an NFM to replace him virtually overnight. These circumstances, as well as the fact that Busscar accelerated its internationalization process after the transition only to go bankrupt a few years later makes this case critical. Findings The paper concludes that under NFMs, the speed and scope of the firm internationalization processes were accelerated and the financial risks were augmented, which is in line with the agency theory hypothesis and contradicts suggestions that NFMs tend to be more structured. Research limitations/implications Many researchers argue that it is important to professionalize the management of family firms. It is expected that an NFM leads to a more structured strategy. The study shows otherwise; changing the manager leads to opportunistic internationalization using emerging strategies rather than deliberate ones. Originality/value This study suggests that firms, networks, entrepreneurship, and ownership are not the only important variables. Manager origin (inside or outside the family) can change everything.

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Contextualising case studies in entrepreneurship: A tandem approach to conducting a longitudinal cross-country case study

Cited by 32 publications

References 47 publications

The dynamics of failure in international new ventures: A case study of Finnish and Irish software companies

The dynamics of failure in international new ventures: A case study of Finnish and Irish software companies

Formation and Constitution of Effectual Networks: A Systematic Review and Synthesis

Do family-managed and non-family-managed firms internationalize differently?

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