Qualitative Research Methods in International Business: The State of the Art

Marschan-Piekkari, Rebecca; Welch, Catherine

doi:10.4337/9781781954331.00013

Cited by 123 publications

(108 citation statements)

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“…Scholars and practitioners have been showing a growing interest in the applicability of qualitative methods to international business 13 research. This interest is reflected in several recent publications (Marschan-Piekkari and Welch, 2004;Welch, Marschan-Piekkari, Penttinen, and Tahvanainen, 2002) that draw on theoretical and methodological contributions in a cross-disciplinary field encompassing discourse analysis, narratology, organization studies, and others. Stahl and Mendenhall (2005) noted that the majority of researchers in the field of M&A adopt a fairly conventional post-acquisition integration perspective and therefore rely heavily on quantitative methodological and analytical tools.…”

Section: Methodsmentioning

confidence: 99%

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Zhang

Ahammad

Tarba

et al. 2014

The International Journal of Human Resource Management

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Leadership and talent retention are critical HR-related components in post-merger and acquisition (M&A) integration, but the extent to which these factors interact with each other and eventually contribute to the success of post-M&A integration is under-explored. The present study investigates the effect of leadership styles on talent retention strategies and on the effectiveness of post-M&A integration in a Chinese context. Based on in-depth examination of an M&A case study, we propose that an authoritative, coaching, task-focused, and relationship-focused approach has a positive influence on talent retention and effective post-M&A integration in a Chinese context. As far as talent retention strategies are concerned, authoritative leaders use communication, whereas leaders adopting a coaching style use an incentive structure to positively influence talent retention. Furthermore, task-focused leaders use position and performance in order to identify and retain talented employees. By contrast, relationship-focused leaders emphasize the guanxi network, communication, and an incentive structure in their strategies of talent retention.

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Section: Methodsmentioning

confidence: 99%

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Zhang

Ahammad

Tarba

et al. 2014

The International Journal of Human Resource Management

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“…According to Marschan-Piekkari and Welch [20], lack of secondary data to support random samples, unfamiliarity of informants with questionnaires, and cultures that highlight social relationships (including face-to-face communication) and trust, are among the factors that contribute to the preference for qualitative rather than quantitative approaches in studying emerging economies.…”

Section: Methodsmentioning

confidence: 99%

“…Despite the widely acknowledge important of innovation in SMEs, the empirical studies lack evidence regarding the way SMEs define and practice innovation for responding to expectation of better performance in order to survive and remain competitive. Third, this study employs a qualitative research that is considered by entrepreneurship scholars as a more appropriate approach in researching entrepreneurship [9&16] and SMEs [12], particularly in the developing countries [20].…”

Section: Small and Medium Enterprises (Smes)mentioning

confidence: 99%

Innovation in Small and Medium-Sized Wood-Furniture Firms in Central Java, Indonesia

Kusumawardhani

McCarthy

2013

Proceedings of the International Conference on Managing the Asian Century

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The aim of this paper is to explore the perception of innovation within Indonesian SMEs in the woodfurniture industry in Central Java, Indonesia. Qualitative research was employed by interviewing SMEs managers/owners. The study showed that SMEs' perception of innovation was not necessarily related to 'newness' or 'novelty' as suggested by some scholars. The innovation carried out by the majority of SMEs in this study is likely to be considered as incremental innovation. The characteristics of the wood-furniture industry and SMEs are believed to contribute to the different perspectives concerning innovation than those reported in the literature. Even so, they are unlikely to prevent Indonesian SMEs to become entrepreneurial and competitive firms.

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“…Here, except for some expatriate Tesco managers who were interviewed in English, most of the interviewees and the primary researcher were Korean, who used their native Korean language (Marschan-Piekkari & Welch, 2004). Korean language transcripts were translated into English presented translation error risks including distortion of the data and losses of nuance, that were addressed in four ways.…”

Section: Phase 2: Interview Guide Developmentmentioning

confidence: 99%

Microfoundations for learning within international joint ventures

Park

Harris

2014

International Business Review

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IJV research highlights the importance of learning in international joint ventures (IJVs) but has not indicated how to achieve it. We combine organizational learning and internationalization process research within a microfoundations framework to understand learning in IJVs. We study a Samsung-Tesco IJV that successfully learned retail practice from one partner and applied it in a South Korean context known by the other. The managers used many learning processes, not just experiential learning emphasized in international business research, and used many more knowledge sources than assumed in prior research, including the IJV partners' other subsidiaries. To build absorptive capacity, IJVs need appropriate microfoundations at individual, process and structural levels, and coherent interlinkages between them, especially by having IJV managers' with extensive experience and orientation to learn who are given structural and process autonomy to invest in learning. Highlights: Learning in IJVs with dissimilar partners is best driven by autonomous IJV managers. Copying, recruitment and searching are important, not only experiential learning. Absorptive capacity building requires coherent links between levels of learning.  Partner's other subsidiaries are important sources and recipients of learning.

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Qualitative Research Methods in International Business: The State of the Art

Cited by 123 publications

References 0 publications

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Innovation in Small and Medium-Sized Wood-Furniture Firms in Central Java, Indonesia

Microfoundations for learning within international joint ventures

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