Case research in operations management

Åhlström, P.A. Blackmon, K. and Voss, C.A. (1998), “Diagnostic benchmarking and manufacturing improvement”, in Coughlan, P., Dromgoole, T. and Peppard, J. (Eds), Operations Management – Future Issues and Competitive Responses, University of Dublin, Dublin, pp. 7‐12.

Baccarach, S.B. (1989), “Organisational theories: some criteria for evaluation”, Academy of Management Review, Vol. 14 No. 4, pp. 496‐515.

Boyer, K.K. and McDermott, C. (1999), “Strategic consensus in operations strategy”, Journal of Operations Management, Vol. 17, pp. 289‐305.

Campbell, D.T. and Fiske, D.W. (1959), “Convergent and discriminant validation by the multitrait – multimethod matrix”, Psychological Bulletin, Vol. 56 No. 2, pp. 81‐105.

Cook, T.E. and Campbell, D.T. (1979), Quasi‐Experimentation: Design and Analysis Issues for Field Settings, Houghton Mifflin, Boston, MA.

Demaree, R.G. and Wolf, G. (1984), “Estimating within‐group inter‐rater reliability with and without response bias”, Journal of Applied Psychology, Vol. 69 No. 1, pp. 85‐98.

DeVellis, R.F. (1991), Scale Development: Theory and Applications, Sage Publications, Newbury Park, CA.

Drejer, A., Blackmon, K. and Voss, C. (1998), “Worlds apart? – a look at the operations management area in the US, UK and Scandinavia”, Scandinavian Journal of Management, Vol. 16, pp. 45‐66.

Eisenhardt, K.M. (1989), “Building theory from case study research”, Academy of Management Review, Vol. 14 No. 4, pp. 532‐50.

Finch, B.J. (1999), “Internet discussions as a source for consumer product customer involvement and quality information: an exploratory study”, Journal of Operations Management, Vol. 17, pp. 535‐56.

>Frohlich, M. (1998), “The implementation of advanced manufacturing technologies: an empirical study of surface mount technology”, unpublished DBA Thesis, Boston University, Boston, MA.

Glaser, B.G. and Strauss, A.L. (1967), The Discovery of Grounded Theory: Strategies for Qualitative Research, Aldine De Gruyter, New York, NY.

Handfield, R.S. and Melnyk, S.A. (1998), “The scientific theory‐building process: a primer using the case of TQM”, Journal of Operations Management, Vol. 16, pp. 321‐39.

Hayes, R.H. and Wheelwright, S.S. (1984), Restoring Our Competitive Edge: Competing Through Manufacturing, Wiley, New York, NY.

Hill, T., Nicholson, A. and Westbrook, R. (1999), “Closing the gap: a polemic on plant‐based research in operations management”, International Journal of Operations & Production Management, Vol. 19 No. 2, pp. 139‐56.

Hyer, N.L. and Brown, K. (1999), “The discipline of real cells”, Journal of Operations Management, Vol. 17, pp. 557‐74.

Hyer, N.L., Brown, K.A. and Zimmerman, S. (1999b), “A socio‐technical systems approach to cell design: case study and analysis”, Journal of Operations Management, Vol. 17, pp. 179‐203.

Jick, T.D. (1979), “Mixing qualitative and quantitative methods: triangulation in action”, Administrative Science Quarterly, Vol. 24, pp. 602‐11.

Karlsson, C. and Åhlström, P. (1995), “Change processes towards lean production: the role of the remuneration system”, International Journal of Operations & Production Management, Vol. 15 No. 11, pp. 80‐99.

Karlsson, C. and Åhlström, P. (1997), “Changing product development strategy – a managerial challenge”, Journal of Product Innovation Management, Vol. 14, pp. 473‐84.

Karlsson, C., Nellore, R. and Söderquist, K. (1998), “Black box engineering: redefining the role of product specifications”, Journal of Product Innovation Management, Vol. 15, pp. 534‐49.

Leonard‐Barton, D. (1990), “A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multiple sites”, Organisation Science, Vol. 1 No. 1, pp. 248‐66.

Lewis, M.W. (1998), “Iterative triangulation: a theory development process using existing case studies”, Journal of Operations Management, Vol. 16, pp. 455‐69.

McCutcheon, D. and Meredith, J. (1993), “Conducting case study research in operations management”, Journal of Operations Management, Vol. 11 No. 3, pp. 239‐56.

McLachlin, R. (1997), “Management initiatives and just‐in‐time manufacturing”, Journal of Operations Management, Vol. 15, pp. 271‐92.

Meredith, J. (1998), “Building operations management theory through case and field research”, Journal of Operations Management, Vol. 16, pp. 441‐54.

Meredith, J. and Vineyard, M. (1993), “A longitudinal study of the role of manufacturing technology in business strategy”, International Journal of Operations & Production Management, Vol. 13 No. 12, pp. 4‐24.

Miles, H. and Huberman, M. (1994), Qualitative Data Analysis: A Sourcebook, Sage Publications, Beverly Hills, CA.

Mintzberg, H. (1979), “An emerging strategy of ‘direct’ research”, Administrative Science Quarterly, Vol. 24, pp. 590‐601.

Mukherjee, A., Mitchell, W. and Talbot, F.B. (2000), “The impact of new manufacturing technologies and strategically flexible production”, Journal of Operations Management, Vol. 18, pp. 139‐68.

Narasimhan, R. and Jayaram, J. (1998), “Reengineering service operations, a longitudinal case study”, Journal of Operations Management, December, pp. 7‐22.

Orlikowski, W. (1992), “The duality of technology, rethinking the concept of technology in organisations”, Organization Science, Vol. 3 No. 3, p. 2.

Pagell, M. and Krause, D.R. (1999), “A multiple‐method study of environmental uncertainty and manufacturing flexibility”, Journal of Operations Management, Vol. 17, pp. 307‐25.

Pannirselvan, G., Ferguson, L., Ash, R. and Siferd, S. (1999), “Operations management research: an update for the 1990s”, Journal of Operations Management, Vol. 18, pp. 95‐112.

Partington, D. (2000), “Building grounded theories of management action”, British Journal of Management, Vol. 11, pp. 91‐102.

Ritzman, L.P. and Safizadeh, M.H. (1999), “Linking process choice with plant level decisions about capital and human resources”, Production and Operations Management, Muncie, Winter.

Schein, E. H. (1987), The Clinical Perspective in Fieldwork, Sage, Newbury Park, CA.

Schonberger, R. (1982), Japanese Manufacturing Techniques, The Free Press, New York, NY.

Sousa, R. (2000), “Quality management practice: universal or context dependent? An empirical investigation”, unpublished PhD thesis, London Business School, London.

Sousa, R. and Voss, C.A. (2001), “Quality management: universal or context dependent? An empirical investigation across the manufacturing strategy spectrum”, Production and Operations Management, forthcoming.

Smith, N.L. (1987), “Towards a justification of claims in evaluation research”, Evaluation and Programme Planning, Vol. 10, pp. 209‐314.

Strauss, A. and Corbin, J. (1990), Basics of Qualitative Research: Grounded Theory Procedures and Techniques, Sage Publications, Newbury Park, CA.

Tyre, W. and Orlikowski, W.J. (1994), “Windows of opportunity: temporal patterns of technological adaptation in organizations”, Organization Science, Vol. 59 No. 1, pp. 98‐118.

Van De Ven, A.H. (1989), “Nothing is quite as practical as a good theory”, Academy of Management Review, Vol. 14 No. 4, pp. 486‐9.

Voss, C.A. (1984), “Multiple independent invention and the process of technological innovation”, Technovation, Vol. 2, pp. 169‐84.

Wacker, J.G. (1998), “A definition of theory: research guidelines for different theory building research methods in operations management”, Journal of Operations Management, Vol. 16, pp. 361‐85.

Yin, R. (1994), Case Study Research, Sage Publications, Beverly Hills, CA.