Publishing Qualitative Research in International Business

Handbook of Qualitative Research Methods for International Business

Volumn , Issue , 2004, Pages 570-584

  Birkinshaw, Julian ^a  

^a LONDON BUSINESS SCHOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33846825195     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4337/9781781954331.00050     Document Type: Chapter

References (29)

1. Adler, P., B. Goldoftas and D. Levine (1999), ‘Flexibility versus efficiency? A case study of model changcovcrs in the Toyota production system', Organization Science, 10 (1), 43-68
2. Barley, S.R. (1990), ‘linages of imuging: notes on doing longitudinal field work’. Organization Science, 1 (3), special issue, 220—47.
3. Barley, S.R. (1996), ‘Technicians in the workplace: ethnographic evidence for bringing work into organizational studies’. Administrative Science Quarterly, 41 (3), 40441.
4. Barley, S.R. and G. Kunda (1992), ‘Design and devotion: surges of rational and normative ideologies of control in managerial discourse', Administrative Science Quarterly, 37 (3). 363-99.
5. Bartlett, C.A. and S. Ghoshal (1989), Managing across Borders: The Transnational Solution, Boston, MA: Harvard Business School Press.
6. Birkinshaw, J.M. (1996), ‘How subsidiary mandates are gained and lost’, Journal of International Business Studies, 27 (3), 467-96.
7. Birkinshaw, J.M. (1997), ‘Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives’, Strategic Management Journal, 18 (2), 207-30.
8. Birkinshaw, J.M. (2000), ‘The determinants and consequences of subsidiary initiative in multinational corporations’, Entrepreneurship Theory and Practise, 24 (1), special issue, 9-35.
9. Birkinshaw J.M., H. Bresman and L IIAkanson (2000), ‘Managing the post-acquisition integration process: how the human integration and task integration processes interact to foster value creation', Journal of Management Studies, 37 (3), 395-426.
10. Birkinshaw, J.M. and J. Ridderstrăle (1999), ‘Fighting the corporate immune system: a process study of peripheral initiatives in large, complex organizations’, International Business Review, 8, 149-80.
11. Brcsman, H., J.M. Birkinshaw and R. Nobel (1999), ‘Knowledge transfer in acquisitions’. Journal of International Business Studies, 30 (4), 439-62.
12. Brown, S.L. and K.M. Eisenhardt (1997), 'The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations’, Administrative Science Quarterly, 42 (1), 1-34.
13. Burgelman, R.A. (1983), ‘A process model of internal corporate venturing in the diversified major firm’. Administrative Science Quarterly, 28, 223-44.
14. Burgelman, R.A. (1991), intraorganizational ecology of strategy making and organizational adaptation: theory and field research', Organization Science. 1, 239-62.
15. Burgelman, R.A. (1996), 'A process model of strategic business exit: implications for an evolutionary perspective on strategy', Strategic Management Journal, 17, 193-214.
16. Dougherty, D. (1992), ‘Interpretive barriers to successful product innovation in large firms’. Organization Science, 3 (2), 179-202.
17. Dyer, J.H. (1996), ‘Specialized supplier networks as a source of competitive advantage: evidence from the auto industry’. Strategic Management Journal, 17 (4), 271-91.
18. Eisenhardt, K.M. (1989), ‘Building theories from case study research’. Academy of Management Review, 14 (4), 532-50.
19. Eisenhardt, K.M. and B.N. Tabrizi (1995), ‘Accelerating adaptive processes: product innovation in the global computer industry’, Administrative Science Quarterly, 40 (1). 84-110.
20. Eisenhardt, K.M. and M.J. Zbaracki (1992), ‘Strategic decision making’. Strategic Management Journal, 13, special issue, 17-37.
21. Galunic, D C. and K.M. Eisenhardt (1996), ‘The evolution of intracorporate domains: divisional charter losses in high-tcchnology, multidivisional corporations’. Organization Science, 7 (3), 255-82.
22. Ghoshal, S. and C. A. Bartlett (1994), ‘Linking organisational context and managerial action: the dimensions of quality of management, Strategic Management Journal, 15, 91-112.
23. Leonard-Barton, D. (1990), ‘A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multiple sites’. Organization Science, 1 (3), special issue, 248-66.
24. Malnight, T. (1994), ‘Globalization of an ethnocentric firm: an evolutionary perspective, Strategic Management Journal, 16, 119-41.
25. Malnight, T. (1996), 'The transition from decentralized to network-based MNC structures: an evolutionary perspective, Journal of International Business Studies, 27 (1), 43-66.
26. Prahalad, C.K. and Y.L. Doz (1987), The Multinational Mission, New York: Free Press.
27. Sutton, R.I. (1997), ‘The virtues of closet qualitative research’, Organization Science, 8(1), 97-106.
28. Van Maanen, J. (2000), Qualitative Studies of Organisations, Thousand Oaks, CA: Sage.
29. Yin, R.K. (1984), Case Study Research, Beverly Hills, CA: Sage.