The Multi-Site Study: An Innovative Research Methodology

Audet, Josée; d’Amboise, Gérald

doi:10.46743/2160-3715/2001.2001

Cited by 33 publications

(17 citation statements)

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“…Given the exploratory nature of the study, it was decided to take a flexible, open approach in order to explore the concept of coaching in some depth. The strategy retained was the case study method, using inter-site comparisons (Audet and d'Amboise, 2001), a method based largely on the work of Yin (1994) and Eisenhardt (1989).…”

Section: Methodsmentioning

confidence: 99%

Coaching the entrepreneur: features and success factors

Audet

Couteret²

2012

Journal of Small Business and Enterprise Development

112

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Purpose -Entrepreneurial coaching appears to be a sufficiently customized way to help novice owner-managers develop their managerial skills. However, its usefulness remains to be verified. The purpose of this research is thus to examine the effectiveness of coaching as a support measure for young entrepreneurs and to identify the factors likely to have an impact on the success of coaching initiatives. Design/methodology/approach -Given the exploratory nature of the study, a flexible and open approach was chosen in order to explore the concept of coaching in some depth. The strategy retained was the case study method, with inter-site comparisons of six coaching initiatives. Findings -The findings suggest that the success of a coaching relationship is explained by a set of factors or "winning conditions", some of which are more important than others. The most crucial one appears to be the entrepreneur's open attitude to change.Research limitations/implications -The main limitation of this study is the small number of cases observed. Practical implications -This research provides valuable information on coaching initiatives by means of real-life examples. It also highlights several factors likely to improve the delivery of coaching services to novice entrepreneurs. It will thus prove useful to those designing coaching programs for entrepreneurs. Originality/value -Given the lack of documentation on the subject of entrepreneurial coaching, this paper has the merit of identifying some of the elements likely to contribute to the success of coaching initiatives. In addition, its findings will fuel thinking on how to enhance the benefits of coaching for novice entrepreneurs.

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Section: Methodsmentioning

confidence: 99%

Coaching the entrepreneur: features and success factors

Audet

Couteret²

2012

Journal of Small Business and Enterprise Development

112

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“…The investigation was carried out via a purposeful sample (Audet and d'Amboise, 2001), of senior executives of six Canadian apparel SMEs supplying customers with non-competing product categories in the key channels of distributioni.e. department stores, specialty chains, independent specialty stores and discount stores, using a sample size in line with Eisenhardt's (1989) recommendation.…”

Section: Apparel Supplier Case Studiesmentioning

confidence: 99%

Evidence-based development of a strategy for Canadian apparel SMEs

Campaniaris

Murray

Hayes

et al. 2015

Journal of Fashion Marketing and Management

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Purpose – The Canadian apparel industry has long been challenged by imports from low-wage countries while its exports have declined since their height in 2002. This situation was exacerbated with trade liberalisation, which started in January 2005. Data from Industry Canada and a number of studies, amongst which those of the Apparel Human Resources Council (AHRC), showing the adverse effects of trade liberalisation since the phasing out of the multi-fibre agreement in 2005, the lack of competitive advantage for Canada as an apparel manufacturing nation and the subsequent rapid decline of its apparel industry, pointed to the need for a strategic response from the Canadian apparel industry, particularly from small to medium-sized enterprises. A study conducted for the AHRC of the Federal Government of Canada outlined a number of strategies that Canadian apparel companies could pursue, focusing on elements other than manufacturing in the traditional apparel value chain. These strategies seemed to suggest the implementation of a cluster approach where greater cooperation between suppliers would be required throughout the supply chain with a focus on functional expertise and relationships. The purpose of this paper is to determine whether a cluster strategy is being applied or if indeed it is applicable to Canada’s apparel companies. Design/methodology/approach – A literature search, was undertaken to find the options available for the organisation of SMEs so that: an analytical framework could be created from the various theories and concepts that; would enable the evidence-based selection of an option or options suitable for adoption by Canadian apparel SMEs, to assist them to be more effective than stand-alone enterprises. Data were collected from case studies of Canadian apparel companies, an Experience Survey (conducted through face-to-face interviews with the directors of the AHRC, the Canadian Apparel Federation, Industry Canada, and Canadian retail and apparel supply executives) and from the responses to an online questionnaire sent to Canadian apparel suppliers. The data were subjected to examination using the analytical framework to determine whether the evidence existed on which to base a cluster-based strategic response to competition from overseas apparel suppliers, or whether one of the alternative options might be a more suitable match with the Canadian apparel business environment. Findings – Neither the case studies nor the Experience Survey revealed sufficient evidence of open communication or of cooperation among suppliers in areas that would fortify horizontal clustering amongst apparel SMEs, such as the sharing of labour, market research or supply chain management; similar findings emerged from the online questionnaire sent to Canadian apparel suppliers, which showed little evidence favouring cluster development as a strategic response for the Canadian apparel supply industry. The research also showed that industrialists, experts and government advisors all recognised that, beginning with trade liberalisation in 2005, there had been a transformation of the Canadian apparel industry from a manufacturing to a service industry with the retailers taking much stronger control of the supply chain than before, which, taken together with the lack of open communication or cooperation among apparel suppliers gives rise to conditions which favour collaboration over clustering. Originality/value – The paper provides a firm evidence base upon which to develop a different strategy for Canadian SMEs than the cluster approach that has been proposed to date. The findings reported in this paper show that Canadian apparel industry leaders, government and industry-led support organisations, retailers and suppliers all recognise that the type of open communication or of cooperation among suppliers in areas that would fortify horizontal clustering amongst apparel SMEs, such as the sharing of labour, market research or supply chain management does not occur to a sufficient extent to support the adoption of a cluster strategy by the Canadian apparel sector (although it may be applicable in Quebec). Canadian retailers have now taken the leading role in the supplier/retailer relationship. Any future strategy will need to take account of this repositioning of retailers and be centred upon vertical relationships between individual apparel suppliers and retailers.

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“…Given this methodology, purposeful sampling is used, thus identifying businesses that meet specific criteria (Audet and d'Amboise, 2001; Eisenhardt, 2002; Glaser and Strauss, 1967; Locke, 2001; Stake, 2000; Strauss and Corbin, 1998). The companies in this study have been selected though personal contacts and are not meant to be representative of the general business population, but rather as examples of businesses that have successfully negotiated the various challenges facing them.…”

Section: Methodsmentioning

confidence: 99%

Challenges faced by rural/remote tourism businesses on Vancouver Island: an exploratory study

Siemens

2007

Journal of Enterprising Comm

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Businesses in rural/remote regions face challenges associated with their location which are not faced by operations in urban areas. These challenges can include lack of paved roads, and limited access to banking, electricity, and other standard business infrastructure. Businesses must overcome these and other challenges in order to start up, survive, and thrive. This study explores the challenges faced by a group of businesses on Vancouver Island and the Gulf Islands and the ways in which they are addressed. The research will be of interest to other businesses, governments, regions, national and international, business support organizations, and other parties, which are facing similar issues.

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The Multi-Site Study: An Innovative Research Methodology

Cited by 33 publications

References 1 publication

Coaching the entrepreneur: features and success factors

Coaching the entrepreneur: features and success factors

Evidence-based development of a strategy for Canadian apparel SMEs

Challenges faced by rural/remote tourism businesses on Vancouver Island: an exploratory study

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