This important and original book places the case study in international business research in its historical context, critically evaluates current case study practices in the field and proposes a more pluralistic future for case research within international business and international management research. While the case study is the most popular qualitative research strategy in the field, only a narrow selection of possible approaches is currently used. IB and IM researchers typically rely on a case study approach that could be characterized as 'qualitative positivism'. The editors and contributors look beyond this disciplinary convention and encourage greater pluralism in IB and IM case research. Their key argument is that increased awareness of prevailing disciplinary conventions - and their limitations - increases the potential for methodological innovation and versatility in case research. The contributions provide critical, novel and innovative perspectives on the case study in IB and IM research. The book offers inspiration to case authors and an authoritative methodological reference for those publishing and reviewing case research. It will also be highly regarded by postgraduate and doctoral students in IB and IM as well as both qualitative and quantitative researchers in the field.

Verbeke provides a new perspective on international business strategy by combining analytical rigour and true managerial insight on the functioning of large multinational enterprises (MNEs). With unique commentary on 48 seminal articles published in the Harvard Business Review, the Sloan Management Review and the California Management Review over the past three decades, Verbeke shows how these can be applied to real businesses engaged in international expansion programmes, especially as they venture into high-distance markets. The second edition has been thoroughly updated and features greater coverage of emerging markets with a new chapter and seven new cases. Suited for advanced undergraduates and graduate courses, students will benefit from updated case studies and improved learning features, including 'management takeaways', key lessons that can be applied to MNEs and a wide range of online resources.

The SAGE Handbook of Qualitative Business and Management Research Methods provides a state-of–the-art overview of qualitative research methods in the business and management field. The Handbook celebrates the diversity of the field by drawing from a wide range of traditions and by bringing together a number of leading international researchers engaged in studying a variety of topics through multiple qualitative methods. The chapters address the philosophical underpinnings of particular approaches to research, contemporary illustrations, references, and practical guidelines for their use. The two volumes therefore provide a useful resource for Ph.D. students and early career researchers interested in developing and expanding their knowledge and practice of qualitative research. In covering established and emerging methods, it also provides an invaluable source of information for faculty teaching qualitative research methods. The contents of the Handbook are arranged into two volumes covering seven key themes: Volume One: History and Tradition Part One: Influential Traditions: underpinning qualitative research: positivism, interpretivism, pragmatism, constructionism, critical, poststructuralism, hermeneutics, postcolonialism, critical realism, mixed methods, grounded theory, feminist and indigenous approaches. Part Two: Research Designs: ethnography, field research, action research, case studies, process and practice methodologies. Part Three: The Researcher: positionality, reflexivity, ethics, gender and intersectionality, writing from the body, and achieving critical distance. Part Four: Challenges: research design, access and departure, choosing participants, research across boundaries, writing for different audiences, ethics in international research, digital ethics, and publishing qualitative research. Volume Two: Methods and Challenges Part One: Contemporary methods: interviews, archival analysis, autoethnography, rhetoric, historical, stories and narratives, discourse analysis, group methods, sociomateriality, fiction, metaphors, dramaturgy, diary, shadowing and thematic analysis. Part Two: Visual methods: photographs, drawing, video, web images, semiotics and symbols, collages, documentaries. Part Three: Methodological developments: aesthetics and smell, fuzzy set comparative analysis, sewing quilts, netnography, ethnomusicality, software, ANTI-history, emotion, and pattern matching.

This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership, but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations. Part 1: Multiple Research Paradigms for the Study of Culture Part 2: Research Methods in Cross-Cultural Management Part 3: Cross-Cultural Management and Intersecting Fields of Study Part 4: Individuals and Teams in Cross-Cultural Management Part 5: Global mobility and Cross-Cultural Management Part 6: Developing Intercultural Competence

Comparative case studies are an effective qualitative tool for researching the impact of policy and practice in various fields of social research, including education. Developed in response to the inadequacy of traditional case study approaches, comparative case studies are highly effective because of their ability to synthesize information across time and space. In Rethinking Case Study Research: A Comparative Approach, the authors describe, explain, and illustrate the horizontal, vertical, and transversal axes of comparative case studies in order to help readers develop their own comparative case study research designs. In six concise chapters, two experts employ geographically distinct case studies—from Tanzania to Guatemala to the U.S.—to show how this innovative approach applies to the operation of policy and practice across multiple social fields. With examples and activities from anthropology, development studies, and policy studies, this volume is written for researchers, especially graduate students, in the fields of education and the interpretive social sciences.

Most business schools use case studies in their courses. However, these are typically based on past cases and assigned to students to solve. This book describes a new approach for teaching with case studies, which was developed and applied successfully at TUM School of Management. In this approach, student teams write and solve their own case study on a topic concerning current and future businesses. A case can thus be on their own startup or a strategic decision of existing companies. During the course, the students receive intensive coaching while selecting and developing the case topic by the course advisors as well as feedback by industry experts and executives for whom the case is actually a burning question. The authors present 17 cases covering strategic questions for startups and technology companies such as Deutsche Post, BMW, Ryanair, Lufthansa, Stadtwerke München, Fielmann, adidas, Siemens, Caribou Biosciences, eon, Airbus, Unicredit and UBS.

Multinational companies transfer managerial practices such as quality management globally. Studies from different perspectives have examined cultural, institutional, and organizational challenges in practice transfer, however, little is known about the micro-processes of intercultural transfer, especially in complex cultural settings as Brazil. Integrating the recontextualization perspective and Scandinavian institutionalist transfer-as-translation approach, this book explores micro-processes of transfer from German MNC to Brazilian subsidiaries from a multiple cultures perspective. Findings show the complementary nature of micro-processes of translation and recontextualization, embedding them into a process model of four stages: Preparation, translation, recontextualization, and institutionalization. Intercultural transfer can be considered an iterative and multi-level process in which practices diffuse from individuals, to teams, to the organization. The book contributes to international management by cross-fertilizing the two approaches, by highlighting cultural and institutional particularities of the Brazilian context using a culturally sensitive methodology, and by showing the transformative power of managerial practices on organizations and ecosystems.