Involving the process dimensions of time in case-based research

Quintens, Lieven; Matthyssens, Paul

doi:10.1016/j.indmarman.2008.04.018

Cited by 71 publications

(50 citation statements)

References 81 publications

(139 reference statements)

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“…This approach helped to point out the emergence of phases (Quintens & Matthyssens, 2010), which have been identified according to the specific evolution of companies.…”

Section: Methodsmentioning

confidence: 99%

Aligning Marketing and Purchasing for new value creation

Matthyssens

Bocconcelli

Pagano

et al. 2016

Industrial Marketing Management

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“…This approach helped to point out the emergence of phases (Quintens & Matthyssens, 2010), which have been identified according to the specific evolution of companies.…”

Section: Methodsmentioning

confidence: 99%

Aligning Marketing and Purchasing for new value creation

Matthyssens

Bocconcelli

Pagano

et al. 2016

Industrial Marketing Management

Self Cite

View full text Add to dashboard Cite

“…We have therefore been able to reconstruct the innovation process without some of the well-known methodological problems of post-hoc rationalization and 'closure' of the story by the involved actors (Law, 2004;Watson, 2011;Hoholm & Araujo 2011). In addition, it was necessary to trace parts of the process back in time via document analysis and interviews, because it turned out that certain historical events became important to the subsequent process (Hammersley & Atkinson, 1995;Quintens & Matthyssens, 2010). Several months were spent conducting participant observation at the focus firm (Tine BA, a Norwegian dairy company).…”

Section: Methodsmentioning

confidence: 99%

“…Both concepts are closely related to past experience, present interaction context and future expectations. It would also be difficult to study emergent properties of networks, e.g., innovation, without devoting attention to time and timing (Quintens & Matthyssens, 2010). Overall, this resembles a research perspective investigating "the social creation of reality through interaction" over time (Medlin, 2002:4).…”

Section: Imp and Interactive Innovation Processesmentioning

confidence: 99%

The contrary forces of innovation

Hoholm

Olsen

2012

Industrial Marketing Management

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In this paper, we argue that industrial innovation processes can productively be analyzed as consisting of two sub-processes that over time create and mobilize contrary forces within both internal and external interactions of the innovation project. One of these forces emerges from the process of mobilizing resources, activities, and actors in ensuring commitments to the project over time. The other is the process of explorative learning, which continues to create revised or even new propositions about the realities of the project and its opportunities. We argue that this analytical distinction permits us to expand our understanding of how friction forces develop over time in business networks (Håkansson & Waluszewski, 2001ab), the patterns of divergence and convergence in innovation processes as identified by Van de Ven et al. (1999) and the processes of "path creation through mindful deviation" as argued by Garud and Karnøe (2001).

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“…We chose to use a single in-depth case study because it is well suited to understanding of sentiments of actors and complex interaction processes, which are embedded in time (Woodside & Wilson, 2003;Quintens & Matthyssens, 2009). Single cases are often used to extend existing theories and to build new theories (Dyer & Wilkins, 1991;Siggelkow, 2007) and are commonly used to study network dynamics (Easton, 1995;Halinen & Törnroos, 2005).…”

Section: Research Design Data and Analysismentioning

confidence: 99%

Value-based network mobilization: A case study of modern environmental networkers

Ritvala

Salmi

2010

Industrial Marketing Management

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This article addresses current environmental issues by taking a network perspective to examine the initiatives to solve them. Previous investigations of network dynamics and mobilization concern the business context, but we broaden the analysis to the societal networks wherein business is embedded. Our aim is to investigate the early emergence of collective action around a common issue. We analyze the network mobilizers, who promote the issue and its solutions, and the mobilization mechanisms that they employ. We have conducted a case study that examines three initiatives to save the Baltic Sea, all involving business, governmental, and civil society actors. This rich case material leads us to formulate a conceptual model of value-based network mobilization. The mobilizing actors, values, and relationship sediments emerge as important factors in creating issue networks. Our key contribution is to show how the environmental (and societal) issues bring new types of actors to networks and change the rules of the game. We propose that 'modern environmental networkers' should become more important in the future, and that business firms need to develop their skills in playing the new games with these new actors.

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Involving the process dimensions of time in case-based research

Cited by 71 publications

References 81 publications

Aligning Marketing and Purchasing for new value creation

Aligning Marketing and Purchasing for new value creation

The contrary forces of innovation

Value-based network mobilization: A case study of modern environmental networkers

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