Perspectives on Doing Case Study Research in Organizations

Langley, Ann; Royer, Isabelle

doi:10.3917/mana.093.0081

Cited by 58 publications

(34 citation statements)

References 15 publications

(6 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The reflexive account is provided by an employee who did not serve in a high-level managerial position for three years between 2012-2015. The reflexive analysis, as used for a Case Study is a methodological approach that has been applied by Taylor & Land (2014) and Langley & Royer (2006) in the study of organisational management and organisation practices.…”

Section: Methodology: the Case Study Approachmentioning

confidence: 99%

Role of HRM in Talent Retention With Evidence

Akunda¹,

Chen²,

Gikiri³

2018

JMS

View full text Add to dashboard Cite

Talent management and retention are increasingly seen as an essential practice in business sustainability strategies. It has since expanded from the sporting fraternity and the arts, particularly in the entertainment industry to become a global practice. This paper discusses the purpose and strategies used for talent management. Using a case study approach that combines the use of Reflexive Account (a retrospective analysis) and content analysis of firm reports, this paper identifies the Human Resource management practices implemented by one firm, MTN-Uganda as a case that provides human resource practitioners with evidence of the practical utility of various talent management and retention strategies. The primary sources of information used in reporting on the case were obtained through reflexive analysis (2012)(2013)(2014)(2015) and content analysis of firm reports (2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017)(2018). Information gaps were filled in by contact and answered queries through the Department of Corporate Services at MTN Uganda.Although there are many strategies for implementing talent management programs, their success is primarily pegged on the use of a mixed approach, with the Human Resource functions being supported by other management divisions to realise the return on investment sought through the implementation of talent management programs.

show abstract

Section: Methodology: the Case Study Approachmentioning

confidence: 99%

Role of HRM in Talent Retention With Evidence

Akunda¹,

Chen²,

Gikiri³

2018

JMS

View full text Add to dashboard Cite

show abstract

“…We intentionally conducted a qualitative case study to avoid the constraints of a preliminary choice of analytical tools or data (Yin, ), making it possible to access heterogeneous data collected from a variety of sources (Langley and Royer, ). Following Bengtsson, Eriksson and Wincent (), we investigated coopetition tensions at the working‐group level.…”

Section: Methodsmentioning

confidence: 99%

Managing Coopetitive Tensions at the Working‐group Level: The Rise of the Coopetitive Project Team

Roy

Fernandez

2015

British J of Management

108

View full text Add to dashboard Cite

This study seeks to provide insights into the management of coopetitive tensions at the working-group level. We theoretically discuss the principles of separation and integration and a combination of both to manage coopetitive tensions at this level. An in-depth case study of a space programme conducted by two competitors − Astrium and Thales Alenia Space − was conducted. At the organizational level, according to the separation principle, we found that the coopetitors implemented a Coopetitive Project Team separated from the rest of their organization. At the individual level, according to the integration principle, we evidenced that project managers internalize the coopetitive paradox. At the working-group level, we revealed a new principle, that of co-management. The co-management principle, in the case of dyadic coopetition, relies on the implementation of a dual, equally shared governance structure and a dual management committee. To efficiently manage coopetitive tensions, firms are combining the separation principle at the organizational level, the co-management principle at the working-group level and the integration principle at the individual level.

show abstract

“…In this study the longitudinal case study was instrumental in evaluating the capacity of the new framework to explain the change in the type of coopetition (Jahnukainen, 2010). This suits well to study change (Golder, 2000;Welch, 2000) and coopetition dynamics (Tidström & Hagberg-Andersson, 2012) because it allows to incorporate heterogeneous data from a variety of sources (Langley & Royer, 2006) and analyze phenomena at several levels over time (Eisenhardt, 1989;Langley, 1999). As a minimum requirement, longitudinal research should facilitate the measurement of changes in variables from one period to another (Menard, 2002).…”

Section: Research Design and Case Selectionmentioning

confidence: 99%

The dynamics of coopetition: A stakeholder view of the German automotive industry

Akpinar

Vincze

2016

Industrial Marketing Management

View full text Add to dashboard Cite

In response to calls for better understanding the dynamics of coopetition, this study aims to develop a framework that explains why the levels of competition and cooperation change over time. The framework adopts the twocontinua approach to coopetition and the theoretical concepts of power and stake from the stakeholder literature. Integrating concepts from the coopetition and stakeholder literatures is a promising attempt, which is justified by the fact that stakeholders are in coopetition with the firm. According to our framework the power difference affects the level of competition, and vice versa, whereas common stakes affect the level of cooperation, and vice versa. This was subject to a test with insights from the in-depth analysis of the changing coopetition between the Volkswagen Group and Porsche AG during the period 2001-2012. Our findings explain why an environmental threat on one of the firms shifted the power difference and changed the coopetition first from cooperation-dominant to balanced-strong and then ended it through a full acquisition.

show abstract

Perspectives on Doing Case Study Research in Organizations

Cited by 58 publications

References 15 publications

Role of HRM in Talent Retention With Evidence

Role of HRM in Talent Retention With Evidence

Managing Coopetitive Tensions at the Working‐group Level: The Rise of the Coopetitive Project Team

The dynamics of coopetition: A stakeholder view of the German automotive industry

Contact Info

Product

Resources

About