01443570210414329

International Journal of Operations & Production Management
Case research in operations management

Chris Voss, Nikos Tsikriktsis, Mark Frohlich,
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CASE RESEARCH Case research in

operations
Case research in operations management
management
Chris Voss, Nikos Tsikriktsis and Mark Frohlich 195
London Business School, London, UK
Keywords Operations management, Research, Methodology, Case studies
Abstract This paper reviews the use of case study research in operations management for theory
development and testing. It draws on the literature on case research in a number of disciplines and
uses examples drawn from operations management research. It provides guidelines and a roadmap
for operations management researchers wishing to design, develop and conduct case-based research.
Introduction
Case research has consistently been one of the most powerful research methods
in operations management, particularly in the development of new theory. This
is particularly true in today's environment. To cope with the growing frequency
and magnitude of changes in technology and managerial methods, operations
management researchers have been calling for greater employment of field-based
research methods (Lewis, 1998). Pure case research, that is research based on
analysis of a limited number of cases to which, at best, only limited statistical
analysis can be applied, is widely used in Europe but is less common in North
American operations management (Drejer et al., 1998). Pannirselvan et al. (1999)
reported case study and field study research accounted for 4.94 per cent and 3.80
per cent respectively of published papers. However, there are an increasing
number of case research based papers appearing.
There are several challenges in conducting case research: it is time
consuming, it needs skilled interviewers, care is needed in drawing
generalisable conclusions from a limited set of cases and in ensuring rigorous
research. Despite this, the results of case research can have very high impact.
Unconstrained by the rigid limits of questionnaires and models, it can lead to
new and creative insights, development of new theory, and have high validity
with practitioners ± the ultimate user of research. Through triangulation with
multiple means of data collection, the validity can be increased further. Many of
the breakthrough concepts and theories in operations management, from lean
production to manufacturing strategy, have been developed through field case
research. Finally, case research enriches not only theory, but also the
researchers themselves. Through conducting research in the field and being
exposed to real problems, the creative insights of people at all levels of
organisations, and the varied contexts of cases, the individual researcher will
personally benefit from the process of conducting the research. Increasingly International Journal of Operations &
Production Management,
new ideas are being developed, not by distant academics, but by those working Vol. 22 No. 2, 2002, pp. 195-219.
# MCB UP Limited, 0144-3577
in close contact with multiple case studies ± management consultants! It is DOI 10.1108/01443570210414329
IJOPM important that case research is conducted and published because it is not only
22,2 good at investigating how and why questions, but also it is particularly
suitable for developing new theory and ideas and can also be used for theory
testing and refinement. It is also important that case research is conducted well,
so that the results are both rigorous and relevant. Case research is not an
excuse for `ìndustrial tourism'' ± visiting lots of organisations without any pre-
196 conceived ideas as to what is being researched.
As Drejer et al. (1998) point out, operations management differs from most
other areas of management research, in that it addresses both the physical and
human elements of the organisation, e.g. Hayes and Wheelwright's (1984)
structural and infrastructural elements of manufacturing strategy. In addition to
the ``hard'' elements of the area, many researchers focus on the human elements
of the productive system and the arrangements of the physical elements to
support this. Drejer et al. (1998) indicate that there is a particular tradition of this
kind of research in Scandinavia, where case research is widely used in such
research. Case research is widely used in other management disciplines, notably
organisational behaviour and strategy. Yin (1994) has described in detail case
research design, and Glaser and Strauss (1967) described the grounded theory
method. Case research has its roots in the broader field of social sciences, in
particular ethnographic studies and anthropology. In this paper, we will draw on
the experience of these disciplines as well as that of researchers in operations and
technology management. In particular, we will draw on the work of Eisenhardt
(1989), who brought together much of the previous work on building theory from
case research. Our intention is to provide a roadmap for designing, developing
and conducting case-based research and also to describe some recent examples of
case-based research in the field of operations and technology management.
Most of the research conducted in the field of operations management is
based on rationalist[1] research methods, primarily statistical survey analysis
and mathematical modelling. However, since ``. . . the explanation of
quantitative findings and the construction of theory based on those findings
will ultimately have to be based on qualitative understanding'' (Meredith,
1998), case research is very important for our field.
The rest of the paper is structured as follows: first, we discuss when to use case
research. Then, we describe how to develop the research framework, followed by
a discussion on how to select cases (ideal number, retrospective or longitudinal,
sampling and sample controls). Third, we describe how to conduct field research
(who to contact, field data collection, and how to conduct interviews), followed by
a discussion of reliability and validity in case research. Finally, we discuss the
issues of data documentation and coding, analysis and hypothesis development
and testing. The steps described above are summarized as:
(1) When to use case research.
(2) Developing the research framework, constructs and questions.
(3) Choosing cases.
(4) Developing research instruments and protocols.
(5) Conducting the field research. Case research in
(6) Data documentation and coding. operations
(7) Data analysis, hypothesis development and testing. management
When to use case research

A case study is a history of a past or current phenomenon, drawn from multiple sources of 197
evidence. It can include data from direct observation and systematic interviewing as well as
from public and private archives. In fact, any fact relevant to the stream of events describing
the phenomenon is a potential datum in a case study, since context is important (Leonard-
Barton, 1990).
A case study is a unit of analysis in case research. It is possible to use different
cases from the same firm to study different issues, or to research the same issue
in a variety of contexts in the same firm. Case research is the method that uses
cases studies as its basis. Meredith (1998) cites three outstanding strengths of
case research put forward by Bebensat et al. (1987):
(1) The phenomenon can be studied in its natural setting and meaningful,
relevant theory generated from the understanding gained through
observing actual practice.
(2) The case method allows the questions of why, what and how, to be
answered with a relatively full understanding of the nature and
complexity of the complete phenomenon.
(3) The case method lends itself to early, exploratory investigations where
the variables are still unknown and the phenomenon not at all understood.
There are many methods available for the operations management researcher,
for example Wacker (1998) contrasts the case method with analytical
conceptual methods: ``. . . the key difference . . . is that the empirical case study
method uses data to form the theory, and the analytical conceptual method uses
deduction to form theories''. Case studies can be used for different types of
research purposes such as exploration, theory building, theory testing and
theory extension/refinement (see Table I).
Exploration
In the early stages of many research programmes, exploration is needed to
develop research ideas and questions. Many doctoral theses begin with one or
more case studies in order to generate a list of research questions that are worth
pursuing further (e.g. Frohlich, 1998).
Theory building
A particular area where cases are strong is theory building. ``Nothing is so
practical as a good theory'' (Van De Ven, 1989). Theory can be considered as
being made up of four components: definitions of terms or variables, a domain
± the exact setting in which the theory can be applied, a set of relationships and
specific predictions (Wacker, 1998).
IJOPM Purpose Research question Research structure
22,2
Exploration
Uncover areas for research Is there something interesting In-depth case studies
and theory development enough to justify research? Unfocused, longitudinal field
study
198 Theory building
Identify/describe key What are the key variables? Few focused case studies
variables What are the patterns or In-depth field studies
Identify linkages between linkages between variables? Multi-site case studies
variables Why should these Best-in-class case studies
Identify ``why'' these relationships exist?
relationships exist
Theory testing
Test the theories developed Are the theories we have Experiment
in the previous stages generated able to survive the Quasi-experiment
Predict future outcomes test of empirical data? Multiple case studies
Did we get the behaviour Large-scale sample of population
that was predicted by the
theory or did we observe
another unanticipated
behaviour?
Theory extension/refinement
To better structure the How generalisable is the Experiment
theories in light of the theory? Quasi-experiment
Table I. observed results Where does the theory apply? Case studies
Matching research Large-scale sample of population
purpose with
methodology Source: The above table is a modification of original work by Handfield and Melnyk (1998)
A theory may be viewed as a system of constructs and variables in which

constructs are related to each other by propositions and the variables are
related to each other by hypotheses (Baccarach, 1989). Without theory, it is
impossible to make meaningful sense of empirically-generated data, it is not
possible to distinguish positive from negative results, and empirical research
merely becomes ``data-dredging'' (Handfield and Melnyk, 1998). If we are to
ground theory on data, then a large and rich amount of primary data is needed,
and case studies are a prime source of this (McCutcheon and Meredith, 1993).
Cases are particularly useful when there is uncertainty in the definition of
constructs (Mukherjee et al., 2000).
Theory testing
Despite its limited use for theory testing, case study research has been used in
the operations management field in order to test complicated issues such as
strategy implementation (e.g. Pagell and Krause, 1999; Boyer and McDermott,
1999; McLachlin, 1997). When case study research is used for theory testing, it
is typically used in conjunction with survey-based research in order to achieve Case research in
triangulation. This is the use and combination of different methods to study the operations
same phenomenon, so as to avoid sharing the same weaknesses (Cook and management
Campbell, 1979; Campbell and Fiske, 1959; Jick, 1979).
Theory extension/refinement
Case studies can also be used as a follow-up to survey based research in an 199
attempt to examine more deeply and validate previous empirical results. For
example, Meredith and Vineyard (1993) and Hyer and Brown (1999), conducted
case studies, which resulted in extending the fields of AMT and cell system
design, respectively.
Overall, operations management is a very dynamic field in which new
practices are continually emerging. Case research provides an excellent means
of studying emergent practices, an example being a study of product, customer

involvement and quality information by Finch (1999). Case research both
builds on theory and is an excellent means for development of theory in
operations management (McCutcheon and Meredith, 1993). Table II
summarises some recent articles in the field of operations management using
case studies. These illustrate the different uses of case research.
The research framework, constructs and questions

No matter how small our sample, or what our interest, we have always tried to go into
organisations with a well defined focus (Mintzberg, 1979).
The starting point for case research is the research framework and questions.
Case study research has been recognised as being particularly good for
examining the how and why questions (Yin, 1994). Such questions can lead both
to theory testing, but more importantly to theory development. In theory building
research, no matter how inductive the approach, we need to have a prior view of
the general constructs or categories we intend to study, and their relationships.
Miles and Huberman (1994) suggest doing this through construction of a
conceptual framework that underlies the research. Such a framework explains,
either graphically or in narrative form, the main things that are to be studied ± the
key factors, constructs or variables ± and the presumed relationships amongst
them. Building a conceptual framework will force the researcher to think carefully
and selectively about the constructs and variables to be included in the study.
The next vital step in designing case research is the initial research question
behind the proposed study. This may precede, or follow directly from the
conceptual framework. Even if at this stage the question(s) are tentative, it is
important to have as well defined a focus as possible at the start, to guide the
collection of data. There is a range of question types, many of which postulate
some form of causal relationship (Miles and Huberman, 1994). Examples of
these can be found in Table III.
For example, Tyre and Orlikowski (1994), in a study of process technology
adaptation, defined two research questions:
IJOPM No. of Other
22,2 Study Research questions cases methods Purpose
Narasimhan and What are the unique aspects of service 1 Theory

Jayaram (1998) operations that lead to differences in the building
way a reengineering project should be
carried out in a service context?
200 Lamming et al. How are different types of supply 16 Survey Theory
(2000) networks created and operated? building
Pagell and 1. Is there a relationship between the 30 Survey Theory
Krause (1999) firm's external environment and its testing
internal level of operational flexibility?
2. Do firms that align their level of
operational flexibility with the level of
uncertainty in the external environment

exhibit superior performance compared to
firms that do not have alignment?
Boyer and Is there strategic consensus in operations 7 Survey Theory
McDermott strategy across different organisational testing
(1999) levels?
McLachlin Which management initiatives are 6 Survey, Theory
(1997) necessary for JIT implementation? interviews, testing
direct
observation
Meredith and How can we better understand the role of 3 Theory
Vineyard (1993) manufacturing technology in the firm's refinement
business strategy?
Hyer et al. 1. What are the significant elements in a 1 Theory
(1999) comprehensive cell design process and refinement
how are they related?
2. How will the application of STS
principles influence and enhance a cell
system design?
3. Of the elements in the comprehensive
cell system design, which ones appear to
be the most significant determinants of
sustainable success?
AÊ hlstroÈm et al. Why is diagnostic benchmarking used? 15 Longitudinal Theory
Table II. (1998) How is diagnostic benchmarking used or study. Two extension
Recent examples of not used by companies to improve case visits 18
case-based research in manufacturing performance? months apart
operations management Survey
. What is the pattern of technology adaptations in organisations?

. What organisational forces help explain the patterns of adaptation over
time?
A further set of examples of research questions in studies using cased-based
research is shown in Table III. In case research, the amount of data that can
potentially be collected is vast; therefore the stronger the research focus, the
easier it is both to identify potential cases and to design research protocols.
Underlying the research question is likely to be one or more constructs, for Case research in
example technology adaptation in the example given above. Eisenhardt (1989) operations
argues that a priori specification of constructs is valuable because `Ìt permits management
researchers to measure constructs more accurately. If these constructs prove
important, then researchers have a firmer empirical grounding for the emergent
theory''.
When conducting case-based research it is not uncommon for the research 201
question to evolve over time and for the constructs to be modified, developed or
abandoned during the course of the research. This can be a strength, as it can
allow the development of more knowledge than if there were just a fixed research
question. Again, over time the research may shift from theory building to theory
testing. This should be recognised on the one hand, but not used as an excuse for
inadequate specification of research questions or constructs. Case research
otherwise risks degenerating into a ``fishing expedition'', where the observer is

hoping to catch valuable insights that in turn will lead to research questions.
Choosing cases
There is a wide set of choices in conducting case research. These include how
many cases are to be used, case selection and sampling.
What is the ideal number of cases?

For a given set of available resources, the fewer the case studies, the greater the
opportunity for depth of observation. Single, in-depth case studies are often
used in longitudinal research. Examples include Narasimhan and Jayaram
(1998) who used a longitudinal study of a single case to examine reengineering
in service operations, and Karlsson and A Ê hlstroÈm (1995) who studied
implementation of just-in-time (JIT) in a single company over a period of time.
Another example of a single case study is Schonberger (1982), whose highly
influential book on Japanese manufacturing practices was based on an in-depth
study of a single Japanese run factory in the USA. There is no clear definition of
what is a single case study or unit of analysis. Single cases may sometimes
involve the opportunity to study several contexts within the case (Mukherjee
et al., 2000). A study of a single firm may involve a number of different cases,
the number of cases studied can be different from the number of firms.
Single cases have limitations. The first is the limits to the generalisability of
the conclusions, models or theory developed from one case study. When only
Question type Example of general form
Causal Does X cause Y?

Non-causal What is X?
Non-causal ± policy What does ``Y'' mean?
Non-causal ± evaluation What makes W good?
Non-causal ± management Is X more cost-effective than Z? Table III.
Examples of
Source: Smith (1987) question types
IJOPM one case is used, there may also be other potential problems (Leonard-Barton,
22,2 1990). These include the risks of misjudging of a single event, and of
exaggerating easily available data. These risks exist in all case research, but
are somewhat mitigated when events and data are compared across cases.
Multiple cases may reduce the depth of study when resources are constrained,
but can both augment external validity, and help guard against observer bias.
202 The multi-case studies in Table II involve three to 30 cases.
Longitudinal or retrospective cases?

A second choice in case selection is whether to use retrospective or current
cases. In many cases this may be an artificial distinction. For example, when
researching current case studies it is usually necessary to collect some archival
and/or historical data. Retrospective cases allow for more controlled case
selection, for example it is possible to identify cases that reflect either success
or failure only in retrospect.
Longitudinal case research can be particularly valuable. One of the most
difficult but most important things we try to identify in research is the relation
between cause and effect. The longer the period over which phenomena are
studied, the greater the opportunity to observe at first hand the sequential
relationships of events. However, as Leonard-Barton (1990) points out, there are
problems with historical data. For example, participants may not recall important
events and, even if they do, their recollection may be subject to bias. A particular
problem is post-rationalisation, the interpretation of events in a different manner
than they would have at the time. For example the respondent may place
interpretations on events, or justify decisions with arguments or knowledge that
was not available at the time. Similarly, what is described in archive data, such as
minutes of meetings, may not reflect the whole truth, difficult or controversial
items may not be recorded. Karlsson and A Ê hlstroÈm (1995, 1997) point out that the
researcher who wishes to conduct a longitudinal field study of a process faces the
problem of access. They see the clinical perspective as one means of overcoming
the access problem. This method is characterised by active participation in
formulating and observing organisational change. As a result, researchers are
able to gain access to rich data denied to other approaches. The main difference
from consulting is that the clinical researcher is interested in the results of the
interventions and in drawing generalisable conclusions from these results. The
consultant is more interested in giving recommendations and implementing them.
The factors governing these choices are summarised in Table IV.
Case selection and sampling

If multiple case studies are to be used for research, then a vital question is the
case selection or sampling. Miles and Huberman (1994) state that sampling
involves two actions. The first is setting boundaries that define what you can
study and connect directly to the research questions. The second step is
creating a sample frame to help uncover, confirm, or qualify the basic processes
or constructs that underpin the study.
Choice Advantages Disadvantages Case research in
operations
Single cases Greater depth Limits on the generalisability of conclusions management
drawn. Biases such as misjudging the
representativeness of a single event and
exaggerating easily available data
Multiple cases Augment external validity, More resource needed, less depth per case
help guard against observer
203
bias
Retrospective Allow collection of data on May be difficult to determine cause and
cases historical events effect, participants may not recall important
events Table IV.
Longitudinal cases Overcome the problems of Have long elapsed time and thus may be Choice of number and
retrospective cases difficult to do type of cases
The traditional way of sampling is to identify a population, and then to select a

random or stratified sample from that population. However, in case research we
often build a sample of cases by selecting cases according to different criteria
(Eisenhardt, 1989; Yin, 1994). When building theory from case studies, case
selection using replication logic rather than sampling logic should be used.
Each case should be selected so that it either:
. predicts similar results (a literal replication); or
. produces contrary results but for predictable reasons (a theoretical
replication).
Miles and Huberman (1994) suggest three kinds of instances have great pay-off
in case research. First, if you can find a typical or representative case ± can you
find another one? Second, the negative or disconfirming instance and finally,
the exceptional or discrepant instance. The third selection criterion is to
identify polar types, cases with sharply contrasting characteristics that will
highlight the differences being studied. For example, a sample might be
constructed of organisations that have high and low performance on certain
dimensions, while controlling for performance on others.
An example of theoretical sampling is that of A Ê hlstroÈm et al. (1998), who
examined the impact of benchmarking interventions on process improvement.
They wished to study the impact of starting point on the outcome of
benchmarking. The underlying proposition was that the nature of the process
would vary from those firms with high levels of ``best'' practice to those with
low levels and from those which had high levels of operational performance
and low operational performance. From a potential sample set of over 1,000
cases on which they had data, they pre-selected a convenience sample of cases
where access was likely to be easy. Within this sample they then selected cases
based on different starting points at the time of benchmarking. On a matrix of
high existing practice and high existing operational performance, they chose
cases from each quadrant of the matrix, and a fifth set from companies in the
middle. This design facilitated examination of how company context impacts
IJOPM on the effective use of benchmarking. Not all researchers use theoretical or
22,2 literal sampling in case research. An example in operations management
research is Pagell and Krause (1999), who studied manufacturing flexibility.
They used a convenience sample of 30 case studies.
Sampling plans are likely to evolve over a research project. Miles and
Huberman (1994) suggest a number of tests to apply to a sampling plan:
204 . Is it relevant to the conceptual frame and research questions?
. Will the phenomena to be studied appear? Can they appear?
. Is it one that enhances generalisability?
. Is it feasible?
. Is it ethical in terms of informed consent, potential benefits and risks and
relationships with informants?
Sample controls
When selecting cases it is also important to consider what the parameters or
factors are that define the population and are to be held constant across the
sample. Controls rely on the selection of the phenomena during the study's
experimental design stage for their control. This allows particular factors (e.g.
managerial policies, inventory systems) to be, in essence, ``held constant'' while
others (e.g. costs, defect rates) are left free to vary as they would naturally
(Meredith, 1998). For example, Sousa (2000) controlled for quality maturity, Voss
(1984), in developing a sample of a single application software area, applied tests
of independence to ensure that the software had been developed without input
from one of the other organisations. Leonard-Barton (1990), in a study of
technology transfer, used three dimensions to control for irrelevant sources of
variance originating within the firm. First, the technologies selected had all
passed some baseline tests of technical feasibility. This provision eliminated
from study any cases in which the failure to transfer to users occurred simply
because the technology was technically infeasible. Second, all the technologies
selected altered the work environment in some obvious way. Third, the transfer
stages included in the study were consistently defined across projects.
It is important to apply tests to validate the controls and to ensure that each
case meets the sample criteria. The researcher should have the courage to
discard cases that do not fit the research design and sample structure.
Developing research instruments and protocols

Typically the prime source of data in case research is structured interviews, often
backed up by unstructured interviews and interactions. Other sources of data
can include personal observation, informal conversations, attendance at
meetings and events, surveys administered within the organisation, collection of
objective data and review of archival sources. The reliability[2] and validity of
case research data will be enhanced by a well-designed research protocol (Yin
1994). A protocol contains, but is more than, the research instrument(s). It will
also contain the procedures and the general rules that should be used in using the Case research in
instrument(s), and indicate who or from where different sets of information are to operations
be sought. The core of the protocol is the set of questions to be used in interviews. management
It outlines the subjects to be covered during an interview, states the questions to
be asked, and indicates the specific data required. A commonly used format is
the funnel model. This starts with broad and open-ended questions first, and as
the interview progresses the questions become more specific and the detailed 205
questions come last. The protocol serves both as a prompt for the interview and a
checklist to make sure that all topics have been covered. In addition, it is often
useful to send an outline of the protocol in advance, so that the interviewee(s) are
properly prepared. A well-designed protocol is particularly important in multi-
case research. When developing the research protocol and instruments it is
important to address triangulation (McCutcheon and Meredith, 1993). Case
research data are not just collected by interview. Frequently questionnaires are
also used in collecting data within and across cases.
Case research in operations management differs from case research in the
wider social science field in that researchers are interested in analysing the
manufacturing and service processes and systems of the plant (Hill et al., 1999).
Thus research design in operations management should pay attention to what
processes and systems are to be studied, the methods for studying them, and
the operating data to be collected from them.
As with questionnaires, case research protocols need piloting either in a pilot
case or in initial interviews within an organisation.
Single or multiple respondents and viewpoints

In designing case research a key question is what should be the number of
respondents? If a set of questions can be reliably answered by one ``key
informant'', then the research process should focus on identifying these and
validating that this person(s) is indeed one. However, when there are questions
for which no one person has all the required knowledge, or the events being
studied may have different interpretations or viewpoints, how and why
questions may be subject to different interpretations. In such cases the
researcher may consider interviewing multiple respondents, or using a follow-
up survey with multiple respondents. In addition, it is also important to
recognise that informants are prone to subjectivity and biases. Where this is an
issue, the research design should not rely on self-report as the only evidence.
In research design, we must consider the trade-off between efficiency and
richness of data. On the one hand, by asking the same question to a number of
people, we may enhance the reliability of our data, and by going beyond formal
interviews we can collect much valuable data. On the other hand, it can be very
time consuming. Leonard-Barton (1990), in reporting on a multiple set of case-
based research studies, found that in a longitudinal, in-depth study, she was able
to observe many critical events and follow a research thread over a three-year
period. She also points out that in this sort of research a large sample size per se
may not be as important as in survey research. She gives as an example a pilot
IJOPM study of 25 people followed up with 145 personal interviews. These interviews
22,2 added bulk, not depth, to the research database. In summary, the researcher
should be seeking multiple viewpoints particularly where there is likely to be
subjectivity and bias, but be wary of committing too much time and resources.
Conducting the field research

206 Who to contact
In researching case-based data, it is important to seek out the person(s) who are
best informed about the data being researched. This person is often known as the
principle informant. However, in gaining access to an organisation, this person
may not be known and/or may not be the most appropriate prime contact. An
ideal prime contact should be someone senior enough to be able to open doors
where necessary, to know who best to interview to gather the data required and
to provide senior support for the research being conducted. Gaining access is
often a sequential process. The first step is writing to or calling a potential prime
contact. As case research requires time and commitment from the organisation, it
is important that the value and relevance of the research, and the time and
resources required, are outlined at this stage. In many cases, going through an
organisation such as an industry or technical association can provide an
accelerated way of doing this, as well as providing the opportunity to select a
well-structured and controlled sample. Pointing out the mutual benefits to
potential participants can be helpful. The organisation may find it useful and
interesting to have an issue analysed in a systematic way. Having gained
agreement, the next step is to set up the research meetings. For simple research,
this can usually be done with a letter outlining the areas that are being
investigated, the nature of the people that you would like to interview, and
objective and/or archival data that you would like to collect. For more complex
case research, set-up visits to the case organisation will probably be necessary.
The time required for case research at a site can vary from one or two carefully
structured short visits, to a full ethnographic study ± in-depth involvement with
the organisation over an extended period of time ± often years.
Field data collection

An underlying principle in collection of data in case research is that of
triangulation, the use and combination of different methods to study the same
phenomenon. Such methods can include interviews, questionnaires, direct
observations, content analysis of documents, and archival research. Reliability of
data will also be increased if multiple sources of data on the same phenomenon
are used. Three examples in operations management research illustrate this.
Boyer and McDermott (1999), studied strategic consensus in operations
strategy. They performed semi-structured interviews on site in seven plants,
with either the plant manager, vice-president of operations or president of each
firm. Issues relating to the historical development of the firm, its main
competition, main markets, structural (e.g. AMT) and infrastructural (e.g.
worker training) investments were explored in these discussions. Interviews
typically ranged from one to two hours in duration. In addition, the survey Case research in
questions were discussed and elaborated upon, and any questions relating to operations
the content of the survey were answered. Discrepancies between survey management
responses and interview discussion were noted and clarified. To augment the
on-site interviews and surveys, tours of the manufacturing facility were
arranged. These tours allowed for a visual check and comparison of each firm's
efforts in areas such as AMT adoption, layout, degree of worker empowerment 207
and training, and level of technology relative to others in the industry. In
general, these plant tours provided an opportunity for verification and
clarification of survey and interview responses, as well as providing the
researchers with a feel for the overall work environment and systems.
A further example is a study by Hyer et al. (1999) of cell design:
Data sources for the study included participant observation, structured and unstructured
interviews of key participants, formal debriefing sessions following major design activities, and
reviews of a wide array of relevant operational data and other documentation (meeting minutes,
status reports, internal white papers, hard copies of electronic messages, and so forth).
Although most of the data were qualitative in nature, quantitative data on organisational
performance also were collected. This use of multiple measures drawn from different data
sources is, as McCutcheon and Meredith (1993) point out, one way of improving both the
validity and reliability of case study findings.
A final example is Leonard-Barton (1990), who used unstructured interviews

and tapped archival sources. This process generally took two very
concentrated days on site plus some follow-up telephone calls. In the second
phase of the research, a two-page questionnaire was used to provide standard
outcome measures for the cases. When these were received, she telephoned for
further discussion and clarification those few informants whose evaluations of
outcome in a particular project were widely discrepant from each other.
Conducting interviews
Much, but not all field data will be collected through interviews. The
effectiveness of case research will, in part, be dependent on the skills of the
interviewer. Leonard-Barton (1990) compares the necessary interviewing skills
with those of an investigative reporter. One needs to keep previous interviewee
responses in mind while simultaneously probing with the current informant,
and be very aware of the significance of what is left unsaid as well as what is
said, and so on. Yin (1994) lists a set of skills required by the field researcher:
. To be able to ask good questions and interpret the answers.
. To be a good listener and not be trapped by preconceptions.
. To be adaptable and flexible, to see newly encountered situations as
opportunities not threats.
. To have a firm grasp of the issues being studied.
. To be unbiased by pre-conceived notions, and thus receptive and
sensitive to contradictory evidence.
IJOPM There are many ways in which an interview can be conducted and evidence
22,2 gathered. Interviews can be unstructured, focused with more structure or highly
structured resembling a questionnaire. Alternatively, evidence can also be
gathered by direct observation of meetings, processes, etc. This could be formal
process analysis or casual observation. Another form of evidence collection is
participant observation, also described as the clinical method (Schein, 1987).
208 Interviews may be with a single interviewee or with a group. The latter allows
debate, but may also be dominated by a, possibly, senior individual.
Single or multiple investigators

Interviews are usually conducted by a single investigator, but as Eisenhardt
(1989) points out, the use of multiple investigators can have advantages. They
can enhance the creative potential of the teams and convergence of
observations increases confidence in the findings. If interviews are done by two

people or a team, investigators may either take notes independently or one may
take the lead interview role, while the other takes a lead data collection role. In
studies involving a large number of sites where multiple single interviewers are
used, it is important that early interviews are done in pairs or teams. This
increases the probability of a common approach being used in all sites and
allows inter-rater reliability to be checked. Inter-rater reliability can be defined
in terms of the degree to which raters agree or disagree on the rating or
interpretation of the evidence presented to them:
number of agreements
Reliability :
total number of agreements disagreements
For an example of the use of inter-rater reliability in operations management, see

Ritzman and Sifizadeh (1999). For a fuller discussion see Demaree and Wolf (1984).
Collecting objective data

The fact that case research is often associated with qualitative data should not
deter the researcher from seeking out objective data. Indeed, case research
provides the opportunity for researchers to collect such data with greater
accuracy and reliability than in survey research, as they can have direct access
to the original data sources on performance and operating data.
Administering questionnaires
As discussed earlier, triangulation through the use of different methods of data
collection can strengthen the validity of research. It is not uncommon for
researchers to administer questionnaires within organisations being studied.
This can increase the efficiency of data collection and/or allow for data to be
collected from a wider sample of respondents. For example, Leonard-Barton
(1990), in the case-based research study mentioned earlier, conducted a
telephone survey of 46 unit managers, and sent a series of questionnaires to
about 100 sales representatives.
Recording the data Case research in
The research protocol should provide a strong foundation for documentation of operations
the evidence gathered in case research. There are very divided views on whether management
tape-recorders should be used in interviews. They certainly provide an accurate
rendition of what has been said. Where exactness of what people have said is
important, then taping will be a benefit (Yin, 1986, p. 85). If interviews are more
focused on objective data, as is often the case in operations management research, 209
then the benefits of taping are reduced. On the negative side, transcribing tapes is
very time consuming, it often takes place some time after the interview, can be
seen as a substitute for listening and may inhibit interviewees.
Whatever method is used to transcribe data, it is important there are good
and accurate records and minutes of research interviews and meetings. In
addition, there should be feedback and checking of the data. This is an
important, if slow, activity ± `òbtaining agreement that the story had been
accurately (and completely) presented was the most time consuming part of the
studies'' (Leonard-Barton, 1990). Feedback and checking typically involves
presenting the case description or written up record of the data to the
organisation for verification. Keeping additional field notes is an important
part of field research. Field notes are a running commentary about what is
happening in the research, involving both observation and analysis, preferably
separate from one another (Eisenhardt, 1989). Even prior to formal data
analysis, it is important that the field researcher is sensitive to the emergence of
patterns observed in the field. In case research, there is an overlap between data
collection and data analysis. In addition to the formal collection of data, it is
often useful to record ideas, impressions, etc. as soon as they occur, and
certainly before formal analysis takes place. Many researchers use field notes ±
writing down impressions when they occur ± in order to push their thinking.
Seeking convergence and clarification
In the field there are a number of things that a researcher should be paying
attention to. The first is looking for convergence of views and information
about events and processes. It is not uncommon to find differing or incomplete
views. In such cases, it is important to challenge, to revisit the issue and to seek
other sources of data to clarify the information. Inevitably, on reflection and
analysis there will be many uncertainties and gaps. In addition, during
research in later cases it may become clear that some important areas of
questioning may have been missed. There are a number of tactics for dealing
with this. One is to revisit earlier cases and to review notes and evidence that
may have been forgotten that could address the gaps. Another is to conduct
interviews over a period of time, at least on two separate days. Prior to the final
day all the data that have been collected can be reviewed to identify gaps and
areas needing clarification. These can then be addressed.
Determining sequence (cause and effect)
One of the main advantages of case research is that it increases the chance of
being able to determine the link between cause and effect, something that is
IJOPM difficult in survey research. It is therefore important to try and determine the
22,2 sequence of events and the links between them. This is not always an easy task
as interviewees often attribute a cause and effect after the event, which may not
actually match the actual links. If historical data are being collected, rather
than real-time observation, it is important to use multiple sources and cross-
check carefully before attributing cause and effect. It can be very helpful to
210 construct a timeline of key events being studied.
Challenges of observer bias
A researcher will enter the field, bringing strong interest in an area and
potentially strong biases. It is reported that students of innovation are
notoriously prone to a strong ``pro-innovation'' bias (Leonard-Barton, 1990).
Similarly, it is likely that students of manufacturing strategy or JIT will have
strong biases towards these areas as well. Personal biases can shape what you
see, hear and record. In addition, the researcher may become an advocate, not an
observer. There are a number of ways of countering this. One is to use multiple
interviewers. Each can then review what is observed by the other. If a structured
research protocol is used, then inter-rater reliability can be assessed. It is
important that researchers recognise their biases, but also that they do not
overreact. The use of tape recording can contribute towards reduction of observer
bias, especially if the evidence is presented verbatim rather than summarised.
When to stop
In case research, there is often the temptation to do ``just one more case'' or ``just
one more interview'' to test some of the emerging theory or to get greater
insight into the research questions. Knowing when to stop is an important skill
of a case researcher. It may be time to stop when you are in danger of not
having enough time to complete the analysis and write up in the time available.
It may also be when there are diminishing returns from incremental cases or
interviews. Most importantly, the time to stop is when you have enough cases
and data to satisfactorily address the research questions.
Summary
Field research with case studies is an iterative approach, which frequently
involves multiple methods of data collection, multiple researchers and an
evolution of concepts and constructs. This can be illustrated in operations
management research in a study of cell design by Hyer and Brown (1999):
During the past two years, we have visited over 15 firms with the express purpose of exploring
what works and what does not work in manufacturing cells. Using a standard set of questions,
we asked operations managers to relate stories about cells they have implemented and to
highlight the outcomes that have resulted from the changes they made. From this very rich set
of stories, we uncovered consistent patterns that ultimately led us to reformulate our thinking
about cells. Throughout the process, our definitions and their underpinnings evolved with each
new or return plant visit, serving to reinforce or reshape our emerging theory. Our approach
was consistent with the prescriptions for case study research of Eisenhardt (1989) in that we
intentionally selected theoretically useful cases, used multiple (two) investigators, considered
qualitative and quantitative data, and allowed the study to change course as themes emerged.
Reliability and validity in case research Case research in
As mentioned previously, it is particularly important to pay attention to operations
reliability and validity in case study research. Reliability and validity have a management
number of dimensions.
Construct validity is the extent to which we establish correct operational
measures for the concepts being studied. If the construct as measured can be
differentiated from other constructs, it also possesses discriminant validity 211
(Leonard-Barton, 1990). Construct validity can be tested by:
. observing whether predictions made about relationships to other
variables are confirmed;
. using multiple sources of evidence, (similar results are evidence of
convergent validity);
. seeing if a construct as measured can be differentiated from another,

(evidence of discriminant validity);
. seeking triangulation that might strengthen construct validity.
Internal validity is the extent to which we can establish a causal relationship,
whereby certain conditions are shown to lead to other conditions, as
distinguished from spurious relationships (Yin, 1994, p. 35). External validity is
knowing whether a study's finding can be generalised beyond the immediate
case study. Reliability is the extent to which a study's operations can be
repeated, with the same results (Yin, 1994, p. 36).
Yin (1994) has outlined how some of these might be addressed (see Table V).
In addition, qualitative data often provide a good understanding of the why, a
key to establishing internal validity ± what is the theoretical relationship and
why this happens. Multiple cases have higher external validity than single cases.
Data documentation and coding

Once data are collected they should be documented and coded. A key issue in
analysing case research is the volume of data.
Phase of research in which

Test Case study tactic tactic occurs
Construct validity Use multiple sources of evidence Data collection

Establish chain of evidence Data collection
Have key informants review draft case Composition
study report
Internal validity Do pattern matching or explanation Data analysis
building or time-series analysis
External validity Use replication logic in multiple case Research design
studies
Reliability Use case study protocol Data collection
Develop case study database Data collection Table V.
Reliability and validity
Source: Yin (1994, p. 33) in case research
IJOPM Documentation
22,2 The necessary first step is a detailed write up of each site following the research
protocol structure. Where appropriate this will involve transcription of tape
recordings. Ideally this should be done as soon as possible after the case visit,
both to maximise recall and to facilitate follow-up and filling of gaps in the data.
An example in operations management research is a study of just-in-time
212 manufacturing by McLachlin (1997): ``For each site visited, the raw data,
originally grouped by informant, was recorded electronically, coded with
standard codes, and grouped by construct category. For each construct,
summary paragraphs and associated ratings were derived using all available
evidence, qualitative and quantitative. The condensed information was placed
in a summary display for the particular plant''.
Documentation can include typing up of notes and/or transcription of tapes.
This produces a case narrative. Other documentation can include gathering

together documents and other material collected in the field or through other
sources. It should also include documenting ideas and insights that arose
during or subsequent to the field visit. Accuracy of the documentation can be
increased by letting key informants review draft reports. There are an
increasing number of tools available for textual analysis of qualitative data.
These allow on-screen coding of documents and exploration of patterns and
relationships of words and phrases. These can be particularly useful when
tape-recorded interviews are transcribed.
Coding
Central to effective case research is the coding of the observations and data
collected in the field. It is important to try to reduce data into categories (Miles
and Huberman, 1994; Glaser and Strauss, 1967). The existence of good
documentation of observations and multiple sources of evidence allows a chain
of evidence to be established. Incidents of phenomena in the data are coded into
categories. By comparing each incident with previous incidents in the same
category, the researcher develops theoretical properties of categories and the
dimensions of these properties (Partington, 2000).
Many researchers have followed the coding scheme suggested by Strauss and
Corbin (1990). They propose three steps. The first step is open coding ± data are
fragmented or taken apart. Concepts are the basic building blocks of theory and
open coding is an analytic process by which concepts are identified and are
developed in terms of their properties and dimensions. Individual observations,
sentences, ideas, events are given names and then regrouped into sub-categories
which in turn can be grouped as categories. The next step is axial coding ±
putting together the data in new ways. The objective of this step is to regroup
and link categories into each other in a rational manner. The final step is selective
coding ± selecting a core category and relating it to other categories.
An example of this in operations management research is a study of black-
box engineering by Karlsson et al. (1998). One of the drivers of doing good data
documentation and coding is to improve reliability. They state:
In order to improve reliability, i.e. demonstrating that the data collection procedures can be Case research in
repeated with the same results, data from interviews, open discussions, and observations
exist in three forms: operations
. Directly taken field notes (from interviews and observations),
management
. Expanded typed notes made as soon as possible after the fieldwork. (This includes
comments on problems and ideas that arise during each stage of the fieldwork and that
will guide further research), 213
. A running record of analysis and interpretation (open coding and axial coding).
When coding constructs based on case research, it is often prudent to limit the
number of categories. ``For testing propositions, the magnitude of each
construct was either the existence or the non-existence of a condition, based on
high, neutral, and low ratings. The purpose of having a neutral range, for
which no conclusions would be drawn, was to avoid making mistakes between

high and low ratings'' (McLachlin, 1997). Miles and Huberman (1994) suggest
three concurrent stages to be followed: data reduction, data display and
conclusion drawing/verification. Having now addressed data reduction, we can
examine the next two stages, which can be seen as the analysis stage.
Analysis
Eisenhardt (1989) suggests two steps in analysis: analysis within case data,
and searching for cross-case patterns.
Analysing data ± within cases

Having developed detailed case descriptions and coded the data, the first step is
to analyse the pattern of data within cases. A very useful and common starting
point is to construct an array or display of the data, and with longitudinal cases
construct an analysis of the sequence of events. A display is a visual format that
presents information systematically so that the user can draw valid conclusions.
Displays can be simple arrays, but might also be event listings, critical incident
charts, networks, time-ordered matrices, taxonomies, etc. (Miles and Huberman,
1994). The overall idea is to become intimately familiar with each case as a stand-
alone entity, and to allow the unique patterns of each case to emerge before you
seek to generalise across cases (Eisenhardt, 1989). This in turn gives the
researcher the depth of understanding that is needed for cross-case analysis.
Once an array or display has been constructed, then the researcher should
begin looking for explanation and causality. Miles and Huberman present a
number of ways of analysing case data. One is the case dynamics matrix. This
displays a set of forces for change and traces the consequential processes and
outcomes. Another form of analysis is making predictions and then using the
case data to test them. This might consist of gathering, in tabular form, the
evidence supporting and evidence working against a prediction and examining
it. A third method is the causal network. A causal network is a ``display of the
most important independent and dependent variables in a field study and of the
relationships among them'' (Miles and Huberman, 1994, p. 153). Causal
IJOPM networks are associated with analytic texts describing the meaning of the
22,2 connections among factors. This has been used in operations management by
Sousa (2000), following Miles and Huberman's (1994) guidelines:
The working blocks were the codes, researcher comments, interim case summaries and the
displays constructed in the data reduction stages. In the whole process, several tactics for
generating meaning were used such as noting patterns, seeing plausibility, clustering,
214 counting, making contrasts/comparisons, subsuming particulars into the general, noting
relations between variables, finding intervening variables, building a logical chain of evidence
and making conceptual coherence (Miles and Huberman, 1994, pp. 245-62). As more knowledge
became available during the course of the field work and associated conceptualisation,
recurrent patterns of interaction between variables within the orienting research framework
started to emerge, both within and across cases. Some variables looked connected, while others
looked random or unconnected. These patterns guided guesses about directions of influence
among sets of variables. Initial versions of the causal networks were amended and refined as
they were successively tested against the data collected in the field. During this process, I
actively looked for negative evidence opposing the emerging relationships as well as rival
explanations. In addition, I received feedback from informants on the networks' emerging
relationships. In order to reduce the effect of the researcher on the behaviour of informants, this
was done towards the later stages of the data collection when a certain rapport had already
been established with the informants. At these later stages, the relationships to be tested were
also clearer. This process led to five individual networks whose relationships received support
from the data. In parallel, the five individual case networks were compared with each other in
order to identify similarities and differences. These comparisons resulted in the extraction of
relationships that were found to replicate across cases, abstracting from the peculiarities of
individual cases and generalising them to a broader theory. This resulted in the building of
general (cross-case) causal networks embodying generalisable explanations that were
empirically grounded in the five individual case networks.
An example of one of Sousa's causal networks is shown in Figure 1.
Analysing data ± searching for cross-case patterns

The systematic search for cross-case patterns is a key step in case research. It is
also essential for enhancing the generalisability of conclusions drawn from cases.
There are a wide variety of methods and tools available for this. As with
within case analysis, the simplest and often most effective method is to
construct an array. When visiting case researchers it is not uncommon to see a
wall completely covered with charts that embody a full array of the
summarised case data. Typically this involves the construction of very large
spreadsheets or charts, and in turn refining these to two-by-two cells. Having
constructed an array, a simple but very effective analytical approach is to pick
a group or category and to search within for group similarities or differences. A
similar approach is to select pairs of cases and to look for similarities and
differences, including subtle ones. Miles and Huberman (1994) suggest a
number of approaches to facilitate cross-case analysis. The first is partially
ordered displays. These are appropriate for first-cut analysis ``to see what the
general territory looks like''. They suggest that further displays can be
constructed by organising by concept, by case or by time. Within these, they
describe many ways of structuring the data, including constructing and
Case research in
operations
management
215
[ ]
Q p
Figure 1.
Example of causal
network analysis
summing indices, two variable matrices, contrast tables that compare extreme
cases or exemplars with other, scatterplots and sequence analysis.
With well-coded and quantified case data, continuous measures or data
ordered in sequences can be developed. This lends itself to simple analysis such
as graphing and more sophisticated statistical tests. There are a number of non-
parametric statistical tests that can be used to test and explore patterns, even
with relatively small sample sizes. Where large numbers of cases have been used,
then the standard analytic procedures of survey research can be used.
Cross-case analysis should also seek to increase the internal validity of the
findings. As argued above, the use of multiple data sources or triangulation is
important in case research. Deliberately seeking confirmation from multiple
data sources leads to more reliable results. As Eisenhardt (1989) points out, we
are poor processors of information. We tend to leap to conclusions based on a
limited set of data, be overly influenced by individuals such as eÂlite
respondents, ignore basic statistical properties and inadvertently drop
conflicting evidence. Cross-case analysis is an attempt to counter this.
IJOPM Hypothesis development and testing
22,2 Case research is used for both hypothesis testing and theory development. In
most case research there will be some initial hypotheses, which can be directly
tested using the case data, in particular with larger case sample sizes. However,
in much case research the focus is also on theory development and on shaping
and developing new hypotheses from the data as well as testing the initial ones.
216 Wacker (1998) puts forward a four-step general procedure for theory building ±
definition of variables, limiting the domain, relationship (model building) and
finally theory prediction and empirical support. The process of theory testing
involves measuring constructs and verifying relationships (Eisenhardt, 1989).
Shaping hypotheses
During the process of case research, overall themes, concepts and possibly
relationships between variables will begin to emerge. This is an iterative process,

whereby the emergent themes, frameworks or hypotheses are compared with
data from each case. This will iterate towards theory that provides a close fit.
During this there will be a parallel process of refining the definition of the
constructs using evidence that measures the construct in each case. At this stage
we are likely to have new or refined hypotheses and constructs that allow us to
verify the emergent relationship. This can be done through examining the
hypothesis in each case, treating each as part of a series of experiments.
Testing hypotheses
If replication logic has been used in case selection then cases that confirm an
emergent relationship enhance confidence in the hypothesis or theory. Cases
that disconfirm may at first seem problematical. However, to the researcher
seeking to develop and test theory, they provide the opportunity to refine and
expand the theory. When the data seem to support hypotheses, case research
allows the researcher to go one step further and examine the underlying
reasons in each case as to why things are happening. What are the theoretical
reasons for the observed relationships?
There are many different approaches. One is to propose alternate theories
and use cases to test the fit of each theory. For example, Orlikowski (1992)
identified three alternative theoretical models relating technology to the
organisation. She conducted depth case studies of five projects at various
stages of their life cycles. She then ascertained the fit or lack of fit of each model
to the case data. From this she was able to propose a revised theoretical model.
Enfolding literature
In theory development research, it is important to review the emergent theory
against the existing literature. This research must be built on existing theory. It
is not an excuse to say that ``this precise issue has not been studied before''.
There is always some relevant literature to refer to. Reviewing emergent theory
involves asking what is similar, what is different and why (Eisenhardt, 1989). It
is very important to address literature that conflicts with the findings. Not to do
so reduces confidence in the findings, and doing it may force you into more Case research in
creative thinking and deeper insights. Literature discussing similar findings operations
will help tie together underlying similarities. Overall effective enfolding of management
literature increases both the quality and the validity of the findings.
Conclusion
This paper has set out a step-by-step approach for conducting case research in 217
operations management. Though these have been set out as sequential steps,
anyone who has conducted case research will know that they are both parallel
and iterative. The research question may be revisited during case analysis,
constructs refined and redefined during field research and analysis and so on. It
is important to recognise this, and also to have the courage to bring the
research to a firm conclusion, and resist the temptation continually and

incrementally to improve the findings.
Most of the research conducted in the field of operations management is
based on statistical survey analysis and mathematical modelling. However,
``. . . embracing a field investigation technique such as case studies is bound to
make the individual researcher, and the field in general richer and better
prepared to solve real OM problems'' (McCutcheon and Meredith, 1993). We
hope that this paper will help operations management researchers conduct case
research with the appropriate rigor, which when combined with relevance
makes case-based research a very powerful methodology.
Notes
1. The main characteristic of rationalist research is that the phenomenon being studied exists
`òut there'', independent of the research context or beliefs and assumptions of the
researcher. Thus the relationships and observations are considered to be independent of
the theories used to explain them and can hence be studied, manipulated at will, and
controlled as needed by the researcher.
2. Reliability is the degree to which a measure is free from random error components (i.e.
what you intended to measure is actually being measured). Validity is the extent to which
a measure only reflects the desired construct without contamination from other
systematically varying constructs (DeVellis, 1991).
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763. Aki Jääskeläinen, Harri Laihonen. 2013. Overcoming the specific performance measurement challenges
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768. Roula Michaelides, Susan C. Morton, Zenon Michaelides, Andy C. Lyons, Weisheng Liu. 2013.
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777. Carolien de Blok, Bert Meijboom, Katrien Luijkx, Jos Schols. 2013. The human dimension of modular
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797. Roger Maull, Philip Godsiff, Irene Ng. A Systems Model of a Service Organization 1016-1024. [Crossref]
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799. J.E. Parada Puig, R.J.I. Basten, L.A.M. van Dongen. 2013. Investigating Maintenance Decisions during
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800. Stephan M. Wagner, Reto Sutter. 2012. A qualitative investigation of innovation between third-‐party
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801. Dalton Siqueira Pitta Marques, Luiz Fernando de Oriani e Paulillo. 2012. Coordenação e coesão em grupos
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802. Marisa Padovani, Marly Monteiro de Carvalho, Antonio Rafael Namur Muscat. 2012. Ajuste e
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803. Jyri P.P. Vilko, Jukka M. Hallikas. 2012. Risk assessment in multimodal supply chains. International Journal
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805. Teresa Waring, Dimitra Skoumpopoulou. 2012. Through the kaleidoscope: Perspectives on cultural
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807. Dalton Siqueira Pitta Marques, Luiz Fernando de Oriani e Paulillo, Carlos Eduardo de Freitas Vian. 2012.
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808. Tiia Vissak, Barbara Francioni, Fabio Musso. 2012. MVM's Nonlinear Internationalization: A Case Study.
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809. Ruben Pinedo‐Cuenca, Pablo Gonzalez Olalla, Djoko Setijono. 2012. Linking Six Sigma's critical success/
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812. Helen Walker, Stephen Brammer. 2012. The relationship between sustainable procurement and e-
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814. M. A. Sellitto, M. Borchardt, G. M. Pereira, L. P. Gomes. 2012. Environmental performance assessment of
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815. Jaana Auramo, Robert N. Mefford. Deployment of vendor innovation capability in contract electronic
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816. J. PERNSTÅL, A. MAGAZINIUS, T. GORSCHEK. 2012. A STUDY INVESTIGATING
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817. Shulian Zhang, David Bamford, Claire Moxham, Benjamin Dehe. 2012. Strategy deployment systems
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819. Markus Gerschberger, Corinna Engelhardt‐Nowitzki, Sebastian Kummer, Franz Staberhofer. 2012. A
model to determine complexity in supply networks. Journal of Manufacturing Technology Management
820. Bob Lillis, Marek Szwejczewski. 2012. An exploratory study of strategic operations audit methods in
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823. Per Hilletofth. 2012. Differentiation focused supply chain design. Industrial Management & Data Systems
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825. Roy Stratton. 2012. Variation and uncertainty buffering: a grocery supply case. Supply Chain Management:
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827. Wendy van der Valk, Finn Wynstra. 2012. Buyer–supplier interaction in business-to-business services: A
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829. David James Bryde, Ralf Schulmeister. 2012. Applying Lean principles to a building refurbishment project:
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830. Keith Goffin, Jawwad Z. Raja, Björn Claes, Marek Szwejczewski, Veronica Martinez. 2012. Rigor in
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832. Sara Perotti, Marta Zorzini, Enrico Cagno, Guido J.L. Micheli. 2012. Green supply chain practices and
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836. João Mário Csillag, Ricardo Martins, Marcos André Mendes Primo. 2012. Estudos de caso como opção
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839. Patricia Deflorin, Maike Scherrer-Rathje. 2012. Challenges in the transformation to lean production from
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843. Ramendra Singh, Pramod Paliwal. 2012. Customers' value appraisals‐suppliers' value propositions
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846. Jitesh Thakkar, Arun Kanda, S.G. Deshmukh. 2012. Supply chain issues in Indian manufacturing SMEs:
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848. Andrea Pérez, Ignacio Rodríguez del Bosque. 2012. The Role of CSR in the Corporate Identity of Banking
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858. Cristina Machado Guimarães, José Crespo de Carvalho. 2012. Terceirização em cuidados continuados: uma
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860. Omera Khan, Martin Christopher, Alessandro Creazza. 2012. Aligning product design with the supply
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866. Angelo Varandas Junior, Paulo Augusto Cauchick Miguel. 2012. Análise do processo de preparação da
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872. Wantao Yu, Ramakrishnan Ramanathan. 2012. Effects of business environment on international retail
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873. Abraham Zhang, George Q. Huang. 2012. Impacts of business environment changes on global
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878. Hassan Chaudhry, George Hodge. 2012. Postponement and supply chain structure: cases from the textile
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880. Irinja Mäenpää, Raimo Voutilainen. 2012. Insurances for human capital risk management in SMEs. VINE
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882. Manuel Schulze, Stefan Seuring, Christian Ewering. 2012. Applying activity-based costing in a supply
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883. Ingrid Kihlander, Sofia Ritzén. 2012. Compatibility before completeness—Identifying intrinsic conflicts
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888. Denise Jarratt, Ramzi Fayed. 2012. Services Segmentation and Emergent Customer Behavior: A Case
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889. ManMohan S. Sodhi, Byung-Gak Son, Christopher S. Tang. 2012. Researchers' Perspectives on Supply
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890. D. T. Matt, E. Rauch. 2012. Design of a Scalable Modular Production System for a Two-Stage Food
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891. Markus Hartono. 2012. Incorporating Service Quality Tools into Kansei Engineering in Services: A Case
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894. G. Ringen, H. Holtskog, K. Martinsen. 2012. User Friendly Framework for Measuring Product and Process
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896. Júlio Samuel Sávio Bernardo, João Alberto Camarotto. 2012. Fatores motivadores da adoção de práticas
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901. C. De Snoo, W. Van Wezel, J.C. Wortmann. 2011. Does location matter for a scheduling department?.
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902. Christos Braziotis, James Tannock. 2011. Building the extended enterprise: key collaboration factors. The
International Journal of Logistics Management 22:3, 349-372. [Abstract] [Full Text] [PDF]
903. Jarmo Saarti, Arja Juntunen. 2011. Bringing out the best of everyone. Library Management 32:8/9,
904. Roger Moser, Daniel Kern, Sina Wohlfarth, Evi Hartmann. 2011. Supply network configuration
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905. Paul Chapman, Michael Bernon, Paul Haggett. 2011. Applying selected quality management techniques
to diagnose delivery time variability. International Journal of Quality & Reliability Management 28:9,
906. Renata Gomes Frutuoso Braz, Luiz Felipe Scavarda, Roberto Antonio Martins. 2011. Reviewing and
improving performance measurement systems: An action research. International Journal of Production
907. Manuel F. Suárez‐Barraza, Juan Ramis‐Pujol, Fernando Sándoval‐Arzaga. 2011. Finding kaizen approach
in small Mexican family businesses: an exploratory study. Journal of Family Business Management 1:2,
908. Khanyapuss Punjaisri, Alan Wilson. 2011. Internal branding process: key mechanisms, outcomes and
moderating factors. European Journal of Marketing 45:9/10, 1521-1537. [Abstract] [Full Text] [PDF]
909. Hui-Hong J.K. Li, Kim Hua Tan, Atsunori Hida. 2011. Sustaining growth in electronic manufacturing
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910. Roberta de Castro Souza, Gabriela Scur. 2011. As transações entre varejistas e fornecedores de frutas,
legumes e verduras na cidade de São Paulo. Production 21:3, 518-527. [Crossref]
911. Moronke Idiagbon-Oke, Adegoke Oke. 2011. Implementing innovative flexible work practices in Nigerian
local firms: Implications for management of change in less-developed countries. Journal of Occupational
and Organizational Psychology 84:3, 518-543. [Crossref]
912. Adriano Alves Teixeira, Charbel José Chiappetta Jabbour, Jorge Henrique Caldeira Oliveira, Rosane
Aparecida Gomes Battistelle, Rosani de Castro. 2011. Environmental practices and motivational elements:
A study of leading Brazilian companies. Environmental Quality Management 21:1, 39-51. [Crossref]
913. Wendy van der Valk, Jos van Iwaarden. 2011. Monitoring in service triads consisting of buyers,
subcontractors and end customers. Journal of Purchasing and Supply Management 17:3, 198-206. [Crossref]
914. Susan L. Golicic, Helder J. Sebastiao. 2011. Supply Chain Strategy in Nascent Markets: The Role of
Supply Chain Development in the Commercialization Process. Journal of Business Logistics 32:3, 254-273.
[Crossref]
915. Alex Hill, Richard Cuthbertson. 2011. Fitness map: a classification of internal strategic fit in service
organisations. International Journal of Operations & Production Management 31:9, 991-1021. [Abstract]
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916. Kasra Ferdows, Fritz Thurnheer. 2011. Building factory fitness. International Journal of Operations &
917. Anna Moses. 2011. Cross‐functional make or buy decision process ownership. Management Research Review
918. Fawzi Halila, Jonas Rundquist. 2011. The development and market success of eco‐innovations. European
Journal of Innovation Management 14:3, 278-302. [Abstract] [Full Text] [PDF]
919. Laurie McLeod, Stephen G. MacDonell, Bill Doolin. 2011. Qualitative research on software development:
a longitudinal case study methodology. Empirical Software Engineering 16:4, 430-459. [Crossref]
920. Kim Sundtoft Hald, Chris Ellegaard. 2011. Supplier evaluation processes: the shaping and reshaping
of supplier performance. International Journal of Operations & Production Management 31:8, 888-910.
921. Matthew Tickle, Dotun Adebanjo, Zenon Michaelides. 2011. Developmental approaches to B2B virtual
communities. Technovation 31:7, 296-308. [Crossref]
922. Mark Barratt, Ruth Barratt. 2011. Exploring internal and external supply chain linkages: Evidence from
the field. Journal of Operations Management 29:5, 514-528. [Crossref]
923. Adrian Done, Chris Voss, Niels Gorm Rytter. 2011. Best practice interventions: Short-term impact and
long-term outcomes. Journal of Operations Management 29:5, 500-513. [Crossref]
924. Xu Bin, Tan Kay Chuan. 2011. The Effect of Business Characteristics on the Methods of Knowledge
Protections. International Journal of Social Ecology and Sustainable Development 2:3, 34-60. [Crossref]
925. Nicole DeHoratius, Elliot Rabinovich. 2011. Field research in operations and supply chain management.
Journal of Operations Management 29:5, 371-375. [Crossref]
926. Herbert Kotzab, Christoph Teller, David B. Grant, Leigh Sparks. 2011. Antecedents for the adoption
and execution of supply chain management. Supply Chain Management: An International Journal 16:4,
927. Yong Lin, Saara Pekkarinen. 2011. QFD‐based modular logistics service design. Journal of Business &
Industrial Marketing 26:5, 344-356. [Abstract] [Full Text] [PDF]
928. Mark Stevenson, Yuan Huang, Linda C. Hendry, Erik Soepenberg. 2011. The theory and practice of
workload control: A research agenda and implementation strategy. International Journal of Production
929. Davide Luzzini, Stefano Ronchi. 2011. Organizing the purchasing department for innovation. Operations
Management Research 4:1-2, 14-27. [Crossref]
930. Tarikere T. Niranjan, Stephan M. Wagner, Vijay Aggarwal. 2011. Measuring information distortion in
real-world supply chains. International Journal of Production Research 49:11, 3343-3362. [Crossref]
931. C.N. Verdouw, A.J.M. Beulens, J.H. Trienekens, J.G.A.J. van der Vorst. 2011. A framework for modelling
business processes in demand-driven supply chains. Production Planning & Control 22:4, 365-388.
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932. Thomas E. Johnsen. 2011. Supply network delegation and intervention strategies during supplier
involvement in new product development. International Journal of Operations & Production Management
933. Jitesh Thakkar, Arun Kanda, S.G. Deshmukh. 2011. Mapping of supply chain learning: a framework for
SMEs. The Learning Organization 18:4, 313-332. [Abstract] [Full Text] [PDF]
934. Matthew Downing, Maxwell Chipulu, Udechukwu Ojiako, Dinos Kaparis. 2011. Forecasting in airforce
supply chains. The International Journal of Logistics Management 22:1, 127-144. [Abstract] [Full Text]
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935. Taho Yang, Jiunn-Chenn Lu. 2011. The use of a multiple attribute decision-making method and value
stream mapping in solving the pacemaker location problem. International Journal of Production Research
49:10, 2793-2817. [Crossref]
936. Quah Hock Soon, Zulkifli Mohamed Udin. 2011. Supply chain management from the perspective of value
chain flexibility: an exploratory study. Journal of Manufacturing Technology Management 22:4, 506-526.
937. Usha Ramanathan, Luc Muyldermans. 2011. Identifying the underlying structure of demand during
promotions: A structural equation modelling approach. Expert Systems with Applications 38:5, 5544-5552.
[Crossref]
938. Mark Barratt, Thomas Y. Choi, Mei Li. 2011. Qualitative case studies in operations management: Trends,
research outcomes, and future research implications. Journal of Operations Management 29:4, 329-342.
[Crossref]
939. Matthias Holweg, Andreas Reichhart, Eui Hong. 2011. On risk and cost in global sourcing. International
940. Kostas Selviaridis, Henrik Agndal, Björn Axelsson. 2011. Business services ‘in the making’:
(De)Stabilisation of service definitions during the sourcing process. Journal of Purchasing and Supply
941. Danilo Hisano Barbosa, Marcel Andreotti Musetti. 2011. The use of performance measurement system in
logistics change process. International Journal of Productivity and Performance Management 60:4, 339-359.
942. John E. Taylor, Carrie Sturts Dossick, Michael Garvin. 2011. Meeting the Burden of Proof with Case-
Study Research. Journal of Construction Engineering and Management 137:4, 303-311. [Crossref]
943. Alessio Trentin, Elisa Perin, Cipriano Forza. 2011. Overcoming the customization-responsiveness squeeze
by using product configurators: Beyond anecdotal evidence. Computers in Industry 62:3, 260-268.
[Crossref]
944. Jennifer A. Farris, Eileen M. van Aken, Geert Letens, Pimsinee Chearksul, Garry Coleman. 2011.
Improving the performance review process. International Journal of Operations & Production Management
945. Michael J. Braunscheidel, James W. Hamister, Nallan C. Suresh, Harold Star. 2011. An institutional theory
perspective on Six Sigma adoption. International Journal of Operations & Production Management 31:4,
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947. Nigel Wild, Li Zhou. 2011. Ethical procurement strategies for International Aid Non‐Government
Organisations. Supply Chain Management: An International Journal 16:2, 110-127. [Abstract] [Full Text]
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948. Helen Lockett, Mark Johnson, Steve Evans, Marko Bastl. 2011. Product Service Systems and supply
network relationships: an exploratory case study. Journal of Manufacturing Technology Management 22:3,

949. Martin Christopher, Carlos Mena, Omera Khan, Oznur Yurt. 2011. Approaches to managing global
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950. Per Hilletofth. 2011. Demand‐supply chain management: industrial survival recipe for new decade.
951. Alessio Trentin. 2011. Third-party logistics providers offering form postponement services: value
propositions and organisational approaches. International Journal of Production Research 49:6, 1685-1712.
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952. Taho Yang, Chiung-Hsi Hsieh, Bing-Yuan Cheng. 2011. Lean-pull strategy in a re-entrant manufacturing
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953. Joseph J. Schiele, Clifford P. McCue. 2011. Lean thinking and its implications for public procurement:
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954. Giancarlo Medeiros Pereira, Ilse Maria Biason, Miguel Afonso Sellitto, Miriam Borchardt. 2011.
Comparando flexibilidade no produto, custos e velocidade de desenvolvimento na indústria da moda chinesa
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955. Edda Feisel, Evi Hartmann, Larry Giunipero. 2011. The importance of the human aspect in the supply
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956. Stephen J. Childe. 2011. Case studies in operations management. Production Planning & Control 22:2,
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957. Alberto Senapeschi Neto, Moacir Godinho Filho. 2011. A evolução da gestão de compras em uma empresa
do segmento de material escolar: estudo de caso longitudinal. Production 21:1, 76-93. [Crossref]
958. Manda Broekhuis, Dirk Pieter van Donk. 2011. Coordination of physicians' operational activities: a
contingency perspective. International Journal of Operations & Production Management 31:3, 251-273.
959. F. Ponsignon, P.A. Smart, R.S. Maull. 2011. Service delivery system design: characteristics and
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960. Pamela Danese. 2011. Towards a contingency theory of collaborative planning initiatives in supply
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961. Thanos Papadopoulos, Zoe Radnor, Yasmin Merali. 2011. The role of actor associations in understanding
the implementation of Lean thinking in healthcare. International Journal of Operations & Production
962. Per Hilletofth, Olli‐Pekka Hilmola, Frida Claesson. 2011. In‐transit distribution strategy: solution for
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963. Sime Curkovic, Robert Sroufe. 2011. Using ISO 14001 to promote a sustainable supply chain strategy.
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964. René Rohrbeck, Hans Georg Gemünden. 2011. Corporate foresight: Its three roles in enhancing the
innovation capacity of a firm. Technological Forecasting and Social Change 78:2, 231-243. [Crossref]
965. Charbel Jose Chiappetta Jabbour, Fernanda Serotini Gordono, Jorge Henrique Caldeira de Oliveira, Jose
Carlos Martinez, Rosane Aparecida Gomes Battistelle. 2011. Diversity management. Equality, Diversity
and Inclusion: An International Journal 30:1, 58-74. [Abstract] [Full Text] [PDF]
966. Nigel L. Williams, Tom Ridgman, Yongjiang S. Shi. From Stages to Phases, A Theory of Small
Developing Country Internationalization 271-298. [Abstract] [Full Text] [PDF] [PDF]
967. Martin Skold, Christer Karlsson. 2011. Product platform development in industrial networks. International
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968. Miriam Borchardt, Marcos H. Wendt, Giancarlo M. Pereira, Miguel A. Sellitto. 2011. Redesign of a
component based on ecodesign practices: environmental impact and cost reduction achievements. Journal
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969. Leonieke G. Zomerdijk, Christopher A. Voss. 2011. NSD Processes and Practices in Experiential Services*.
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970. Monica Rottmann de Biazzi, Antonio Rafael Namur Muscat, Jorge Luiz de Biazzi. 2011. Modelo de
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971. Ganesan Kannabiran, Srinivasan Sundar. 2011. Relevance of Information Systems Strategic Planning
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972. Miguel Afonso Sellitto, Miriam Borchardt, Giancarlo Medeiros Pereira, Mariélio Silva. 2011. Prioridades
estratégicas em serviços de pós-venda de uma empresa de manufatura de base tecnológica. Gestão &
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973. Roy Van den Berg, Peter W. De Langen. 2011. Hinterland strategies of port authorities: A case study of
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974. Lars Bengtsson, Camilla Niss, Robin Von Haartman. 2010. Combining Master and Apprentice Roles:
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975. Carolien de Blok, Katrien Luijkx, Bert Meijboom, Jos Schols. 2010. Improving long-term care provision:
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976. Luisa Huaccho Huatuco, Thomas F. Burgess, Nicky E. Shaw. 2010. Entropic-related complexity for re-
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977. S Sivadasan, J Smart, L Huaccho Huatuco, A Calinescu. 2010. Operational complexity and supplier–
customer integration: case study insights and complexity rebound. Journal of the Operational Research
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978. Anders Richtnér, Pär Åhlström. 2010. Organizational Slack and Knowledge Creation in Product
Development Projects: The Role of Project Deliverables. Creativity and Innovation Management 19:4,
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979. Jennie Björk, Paolo Boccardelli, Mats Magnusson. 2010. Ideation Capabilities for Continuous Innovation.
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980. Usha Ramanathan, Luc Muyldermans. 2010. Identifying demand factors for promotional planning and
forecasting: A case of a soft drink company in the UK. International Journal of Production Economics 128:2,
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981. Charbel José Chiappetta Jabbour. 2010. In the eye of the storm: exploring the introduction of
environmental issues in the production function in Brazilian companies. International Journal of Production
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983. Ciriaco Bassani, Valentina Lazzarotti, Raffaella Manzini, Luisa Pellegrini, Stefano Santomauro. 2010.
Measuring performance in R&NPD. European Journal of Innovation Management 13:4, 481-506.
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985. Tonci Grubic, Ip-Shing Fan. 2010. Supply chain ontology: Review, analysis and synthesis. Computers in
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986. Maicon G. Oliveira, Henrique Rozenfeld. 2010. Integrating technology roadmapping and portfolio
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991. Mohamed Naim, Gilbert Aryee, Andrew Potter. 2010. Determining a logistics provider’s flexibility
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992. Dmitrij Slepniov, Brian Vejrum Waehrens, Claus Jørgensen. 2010. Global operations networks in motion:
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993. Dag Näslund, Rahul Kale, Antony Paulraj. 2010. ACTION RESEARCH IN SUPPLY CHAIN
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996. Federico Caniato, Ruggero Golini, Davide Luzzini, Stefano Ronchi. 2010. Towards full integration:
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998. Niall Piercy. 2010. Improving marketing–operations cross-functional relationships. Journal of Strategic
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999. Wendy L. Tate, Lisa M. Ellram, Lydia Bals, Evi Hartmann, Wendy van der Valk. 2010. An Agency Theory
perspective on the purchase of marketing services. Industrial Marketing Management 39:5, 806-819.
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1000. Mario Hayek, Milorad M. Novicevic, John H. Humphreys, Nicole Jones. 2010. Ending the denial of slavery
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1001. K.W. Platts, N. Song. 2010. Overseas sourcing decisions – the total cost of sourcing from China. Supply
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1002. Christer Karlsson, Margaret Taylor, Andrew Taylor. 2010. Integrating new technology in established
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1004. H.I. Hsiao, J.G.A.J. van der Vorst, R.G.M. Kemp, S.W.F. (Onno) Omta. 2010. Developing a decision‐
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1008. Ganesan Kannabiran, Chandrasekar Pandyan. 2010. Enabling role of governance in strategizing and
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Contributions of HRM throughout the stages of environmental management: methodological
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1010. Philip G. Moscoso, Jan C. Fransoo, Dieter Fischer. 2010. An empirical study on reducing planning
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1011. Patricia Sandmeier, Pamela D. Morrison, Oliver Gassmann. 2010. Integrating Customers in Product
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Enterprise systems complexity and its antecedents: a grounded‐theory approach. International Journal of
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1016. Timo Ala‐Risku, Jari Collin, Jan Holmström, Juha‐Pekka Vuorinen. 2010. Site inventory tracking in the
project supply chain: problem description and solution proposal in a very large telecom project. Supply
1017. Veronica Martinez, Marko Bastl, Jennifer Kingston, Stephen Evans. 2010. Challenges in transforming
manufacturing organisations into product‐service providers. Journal of Manufacturing Technology
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1020. David B. Grant, Ruth Banomyong. 2010. Design of closed‐loop supply chain and product recovery
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1024. Davide Luzzini, Stefano Ronchi. 2010. Purchasing management in the luxury industry: organization and
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1025. Mario Binder, John S. Edwards. 2010. Using grounded theory method for theory building in operations
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1027. Anu H. Bask, Markku Tinnilä, Mervi Rajahonka. 2010. Matching service strategies, business models and
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1030. Catalina Perez, Rodolfo de Castro, David Simons, Gerusa Gimenez. 2010. Development of lean supply
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1032. Carolien de Blok, Katrien Luijkx, Bert Meijboom, Jos Schols. 2010. Modular care and service packages for
independently living elderly. International Journal of Operations & Production Management 30:1, 75-97.
1033. Lilian Maria de Souza Almeida, Luiz Gonzaga Mariano de Souza, Carlos Henrique Pereira Mello. 2010.
A comunicação interna como um instrumento de promoção da qualidade: estudo de caso em uma empresa
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1034. Leonardo Augusto de Vasconcelos Gomes, Mario Sergio Salerno. 2010. Modelo que integra processo
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1035. H. T. Wagner, S. C. Morton, C. J. Backhouse. Belonging in the team, or chosen to be in the &백8216;in-
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1036. Phuong Anh Nguyen, Alan G. Robinson. 2010. Managing Continuous Improvement in Vietnam: Unique
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1043. P. A. Smart, H. Maddern, R. S. Maull. 2009. Understanding Business Process Management: Implications
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1054. Steffen Kinkel, Spomenka Maloca. 2009. Drivers and antecedents of manufacturing offshoring and
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1055. John K. Christiansen, Claus J. Varnes. 2009. Formal Rules in Product Development: Sensemaking of
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1057. Mark Stevenson, Martin Spring. 2009. Supply chain flexibility: an inter‐firm empirical study. International
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1059. Maicon G. Oliveira, Henrique Rozenfeld. Integration of technology roadmapping and project portfolio
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1060. Marcia Terra da Silva, Selma Lancman, Carolina Maria do Carmo Alonso. 2009. Conseqüências da
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1061. Wendy L. Tate, Lisa M. Ellram, Lydia Bals, Evi Hartmann. 2009. Offshore outsourcing of services: An
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1062. Monica Rottmann de Biazzi, Antonio Rafael Namur Muscat, Jorge Luiz de Biazzi. Process management
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1068. M Kumar, J Antony. 2009. Multiple case-study analysis of quality management practices within UK Six
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1071. Roberto Grandinetti, Guido Nassimbeni, Marco Sartor. 2009. Foreign direct investments in manufacturing
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1072. Johan Östlin, Erik Sundin, Mats Björkman. 2009. Product life-cycle implications for remanufacturing
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1073. Thomas Johnsen, Mickey Howard, Joe Miemczyk. 2009. UK defence change and the impact on supply
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1079. Ioannis Manikas, Leon A. Terry. 2009. A case study assessment of the operational performance of a
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1080. Lutz Preuss. 2009. Addressing sustainable development through public procurement: the case of local
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1085. Ganesan Kannabiran, Ramesh Sharda, Ashish Gupta, Rick Wilson. 2009. Predictors of Effective IS
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1086. Takahiro Tomino, Youngwon Park, Paul Hong, James Jungbae Roh. 2009. Market flexible customizing
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1087. GERHARD TRAUTMANN, VIRPI TURKULAINEN, EVI HARTMANN, LYDIA BALS. 2009.
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1088. Senevi Kiridena, Maruf Hasan, Roger Kerr. 2009. Exploring deeper structures in manufacturing strategy
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1093. Yi-De Liu. 2009. Implementing and Evaluating Performance Measurement Initiative in Public Leisure
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1097. Yi-Des Liu. 2009. Partial or Global Measures? Perspectives from Public Leisure Facility Managers. World
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1108. Gyöngyi Kovács. 2008. Corporate environmental responsibility in the supply chain. Journal of Cleaner
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1112. John Dinwoodie, Jingjing Xu. 2008. Case studies in logistics: a review and tentative taxonomy. International
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1120. Mona Weck, Kirsimarja Blomqvist. 2008. The role of inter-organizational relationships in the development
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1122. Helen Walker, Christine Harland. 2008. E‐procurement in the United Nations: influences, issues and
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1125. Mario Sergio Salerno, Marcelo Crescenti Aulicino. 2008. Engenharia, manutenção e operação em processos
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1126. Mikko Pynnonen. Customer lock-in in ICT services business: Designing and managing customer driven
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1127. Michael Schwartz, Christoph Hornych. 2008. Specialization as strategy for business incubators: An
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1131. Luiz Cesar Ribeiro Carpinetti, EdwinVladimir Cardoza Galdámez, Mateus Cecilio Gerolamo. 2008. A
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1134. Jitesh Thakkar, Arun Kanda, S.G. Deshmukh. 2008. Interpretive structural modeling (ISM) of IT‐
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1145. Patricia Sandmeier, Pamela D. Morrison. 2008. A Learning Framework for Customer Integration: Know-
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1146. Marie Koulikoff‐Souviron, Alan Harrison. 2008. Interdependent supply relationships as institutions:
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1168. Zafar U. Ahmed, John H. Humphreys. 2008. A conceptual framework for developing-country
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1174. Martin Sköld, Christer Karlsson. 2007. Multibranded Platform Development: A Corporate Strategy with
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International Journal of Operations & Production Management

Case research in operations management

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CASE RESEARCH Case research in

When to use case research

A theory may be viewed as a system of constructs and variables in which

of studying emergent practices, an example being a study of product, customer

The research framework, constructs and questions

Narasimhan and What are the unique aspects of service 1 Theory

uncertainty in the external environment

. What is the pattern of technology adaptations in organisations?

otherwise risks degenerating into a ``fishing expedition'', where the observer is

What is the ideal number of cases?

Question type Example of general form

Causal Does X cause Y?

Longitudinal or retrospective cases?

Case selection and sampling

The traditional way of sampling is to identify a population, and then to select a

relationships with informants?

Developing research instruments and protocols

Single or multiple respondents and viewpoints

Conducting the field research

Field data collection

A final example is Leonard-Barton (1990), who used unstructured interviews

Single or multiple investigators

observations increases confidence in the findings. If interviews are done by two

For an example of the use of inter-rater reliability in operations management, see

Collecting objective data

. seeing if a construct as measured can be differentiated from another,

Data documentation and coding

Phase of research in which

Construct validity Use multiple sources of evidence Data collection

This produces a case narrative. Other documentation can include gathering

which no conclusions would be drawn, was to avoid making mistakes between

Analysing data ± within cases

An example of one of Sousa's causal networks is shown in Figure 1.

Analysing data ± searching for cross-case patterns

relationships between variables will begin to emerge. This is an iterative process,

research to a firm conclusion, and resist the temptation continually and

21. Rodríguez-EspíndolaOscar, Oscar Rodríguez-Espíndola, AlboresPavel, Pavel Albores,

International Journal of Life Cycle Assessment 22:11, 1718-1730. [Crossref]

37:6, 791-818. [Abstract] [Full Text] [PDF]

28:2, 264-281. [Abstract] [Full Text] [PDF]

Procedia CIRP 63, 680-685. [Crossref]

case study. International Journal of Production Economics 183, 596-606. [Crossref]

Companies in the Malaysian Context. Sustainability 8:10, 1035. [Crossref]

an automaker 2609-2618. [Crossref]

plant practice-performance dynamics. Benchmarking: An International Journal 23:5, 1363-1380. [Abstract]

Management 37, 40-51. [Crossref]

[Abstract] [Full Text] [PDF]

and management of collaborative networks in scientific knowledge commercialisation. The Journal of

Journal of Healthcare Management 6:4, 252-262. [Crossref]

Journal of Remanufacturing 3:1, 7. [Crossref]

scheduling systems. Production Planning & Control 23:6, 452-467. [Crossref]

[Abstract] [Full Text] [PDF]

293-313. [Abstract] [Full Text] [PDF]

evolutionary perspective. International Journal of Production Economics 120:2, 512-524. [Crossref]

subsidiárias automotivas. Gestão & Produção 16:2, 187-199. [Crossref]

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