Abstract
According to Bryman and Bell (2007), the continuum of ontological positions ranges from objectivism on one end to constructionism on the other, while epistemological positions can range from positivism to interpretivism, whereas Easterby-Smith et al. (2012) distinguish between realist, internal realist, relativist and nominalist ontologies and positivist and social constructionist epistemologies. If the term “constructionism” is used to denote an epistemology opposite of positivism, it expresses both the relation to the social world and the knowledge of this world (Bryman and Bell 2007).
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Ambrosini, V., & Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1), 29–49.
Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256–280.
Birks, D., Fenrnandez, W., Levina, N., & Nasirin, S. (2013). Grounded theory method in information systems research: Its nature, diversity and opportunities. European Journal of Information Systems, 22, 1–8.
Bryman, A., & Bell, E. (2007). Business research methods. Oxford: Oxford University Press.
Charmaz, K. (2006). Constructing grounded theory: A practical guide through qualitative analysis [Online]. Sage. Amazon Kindle eBook. Accessed January 2013, from Amazon.de
Corbin, J., & Strauss, A. (2008). Basics of qualitative research (3rd ed.). London: Sage.
Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49(2), 173–208.
Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 1095–1121.
Dey, I. (2005). Qualitative data analysis: A user-friendly guide for social scientists. London: Routledge.
Easterby-Smith, M., Thorpe, R., & Jackson, P. (2012). Management research [Online]. Sage. Amazon Kindle eBook. Accessed October 2013, from Amazon.de
Egan, T. M. (2002). Grounded theory research and theory building. Advanced in Developing Human Resources, 4(3), 277–295.
Eisenhardt, K. M. (1989). Building theories from case study research. The Academy of Management Review, 14(4), 532–532.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105–1121.
Gasson, S., & Waters, J. (2013). Using a grounded theory approach to study online collaboration behaviors. European Journal of Information Systems, 22, 95–118.
Gersick, C. J. G. (1994). Pacing strategic change: The case of a new venture. The Academy of Management Journal, 37(1), 9–45.
Gioia, D., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433–448.
Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16(1), 15–31.
Girod-Séville, M., & Perret, V. (2001). Espistemological foundations. In R.-A. Thiéart (Ed.), Doing management research: A comprehensive guide. London: Sage.
Glaser, B. (1992). Emergence vs. forcing: Basics of grounded theory analysis. Mill Valley, CA: Sociology Press.
Glaser, B., & Strauss, A. (1967). The discovery of grounded theory. Chicago: Aldine.
Goulding, C. (2009). Grounded theory perspectives in organizational research. In D. A. Buchanan & A. Bryman (Eds.), The SAGE handbook of organizational research methods. London: Sage.
Graebner, M. E., Martin, J. A., & Roundy, P. T. (2012). Qualitative data: Cooking without a recipe. Strategic Organization, 10(3), 276–284.
Helfat, C. E., Finkelstein, S., Mitchell, W., Petraf, M. A., Singh, H., Teece, D. J., & Winter, S. G. (2007). Dynamic capabilities: Understanding strategic change in organizations [Online]. Malden, MA: Blackwell. Amazon Kindle eBook. Accessed January 2011, from Amazon.com
Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Journal, 24(4), 691–710.
Langley, A. (2007). Process thinking in strategic organization. Strategic Organization, 5(3), 271–282.
Langley, A. (2009). Studying processes in and around organizations. In D. A. Buchanan & A. Bryman (Eds.), The SAGE handbook of organizational research methods. London: Sage.
Langley, A., & Truax, J. (1994). A process study of new technology adoption in smaller manufacturing firms. Journal of Management Studies, 31(5), 619–652.
Lawson, B., & Samson, D. (2001). Developing innovation capability in organisations: A dynamic capabilities approach. International Journal of Innovation Management, 5(3), 377–400.
Matavire, R., & Brown, I. (2011). Profiling grounded theory approaches in information systems research. European Journal of Information Systems, 22(1), 119–129.
Miles, M. B., & Huberman, M. A. (1994). Qualitative data analysis (2nd ed.). London: Sage.
Mills, J., Bonner, A., & Francis, K. (2006). Adopting a constructivist approach to grounded theory: Implications for research design. International Journal of Nursing Practice, 12(1), 8–13.
Orlikowski, W. J. (1993). CASE tools as organizational change: Investigating incremental and radical changes in systems development. MIS Quarterly, 17(3), 309–340.
Partington, D. (2000). Building grounded theories of management action. British Journal of Management, 11(2), 91–102.
Pettigrew, A. M. (1992) The character and significance of strategy process research. Strategic Management Journal, 13(Special Issue: Fundamental Themes in Strategy Process Research), 5–16.
Pratt, M. G., Rockmann, K. W., & Kaufmann, J. B. (2006). Constructing professional identity: The role of work and identity learning cycles. The Academy of Management Journal, 49(2), 235–262.
Royer, I., & Zarlowski, P. (2007). Research design. In R.-A. Thietart (Ed.), Doing management research: a comprehensive guide. London: Sage.
Salvato, C. (2003). The role of micro-strategies in the engineering of firm evolution. Journal of Management Studies, 40(1), 83–108.
Shanley, M., & Peteraf, M. (2006). The centrality of process. International Journal of Strategic Change Management, 1(1/2), 4–19.
Urquhart, C., Lehmann, H., & Myers, M. (2009). Putting the ‘theory’ back into grounded theory: Guidelines for grounded theory studies in information systems. Information Systems Journal, 20, 357–381.
Van de Ven, A. H. (1992). Suggestions for studying strategy process: A research note. Strategic Management Journal, 13(5), 169–188.
Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), 31–51.
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5, 4th ed.). London: Sage.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2020 The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Sniukas, M. (2020). Research Design and Methodology. In: Business Model Innovation as a Dynamic Capability. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-50100-6_3
Download citation
DOI: https://doi.org/10.1007/978-3-030-50100-6_3
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-50099-3
Online ISBN: 978-3-030-50100-6
eBook Packages: Business and ManagementBusiness and Management (R0)