The role of context in case study selection: An international business perspective

Abstract

The extant methodological literature has challenged case selection in qualitative case study research for being arbitrary or relying too much on convenience logic. This paper aims to address parts of such criticism on the rigour of case selection through the presentation of a sampling framework that promotes contextualisation and thoroughness of sampling decisions in the study of international phenomena. This framework emerged from an inductive process following an actual case study project in international marketing and promotes the idea that context matters for sampling purposes, too. The proposed framework integrates methodological tools that complement the overarching principle of purposeful sampling and considers respective contextual challenges that the researchers encountered before and during fieldwork. It serves to highlight in an iterative fashion the role that context plays in the case selection process and the importance of contextualised sampling processes for qualitative case study research in international business.

International purchasing offices in China: A dynamic evolution model

“…As suggested by a number of researchers (e.g., Glaser & Strauss, 1967;Eisenhardt, 1989), we adopted a theoretical sampling method. In this study, we employed maximum variation sampling strategy (i.e., selecting cases demonstrating diversity in terms of the dependent variable or predicted outcomes) as a form of theoretical sampling (Patton, 2002;Mahoney & Goertz, 2004;Fletcher & Plakoyiannaki, 2011;Poulis, Poulis, & Plakoyiannaki, 2013). In our case, the scope (breadth and depth) of IPO roles is a dependent construct.…”

Interdependence Across a Firm's International Trajectories

“…To begin with, although explanatory generalization is feasible in carrying out single case studies, statistical generalization is usually heavily compromised (Yin, 2005). In addition, there are limitations stemming from a number of contextual factors such as geography and time (Poulis, Poulis, & Plakoyiannaki, 2013). Yet, we cannot rule out bias stemming from our previous knowledge of some of the interviewees.…”

International purchasing offices in China: roles and resource/capability requirements

“…While detailed information about such a population was impossible to obtain (e.g. no thorough lists of IPOs in China are available from government agencies or consultancy companies), we selected a sample (drawing from data on foreign investors provided by the European Union Chamber of Commerce in China and the American Chamber of Commerce in China, Patton, 2002;Mahoney and Goertz, 2004;Fletcher and Plakoyiannaki, 2011;Poulis et al, 2013;Zomerdijk and de Vries, 2007 Table 5 approximately here…”