Assisting with Qualification Completion by Applying the Concept of Occupational Identity as Conferred before Self-Inference: a Longitudinal Case Study of Bakery Apprentices

Purpose – Ten years ago Penna, the global HR services group, needed a radical business and culture re-invention if it was to survive. This article aims to tell the story behind Penna's journey and describe how a sustainable culture change intervention became the cornerstone of a successful business. Design/methodology/approach – This case study is the result of an initial ethnographical research followed by concrete and systemic interventions. Findings – The case study identifies four elements that sustained the business impact of a culture change program over a significant period of time. Originality/value – This longitudinal case study follows a culture change program in an organizational context over a period of ten years.

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The role of proximity dimensions in the development of innovations in coopetition: a longitudinal case study

International Journal of Technology Management ◽

10.1504/ijtm.2016.077976 ◽

2016 ◽

Vol 71 (1/2) ◽

pp. 100 ◽

Cited By ~ 2

Author(s):

Siri Jakobsen ◽

Marianne Steinmo

Keyword(s):

Longitudinal Case Study ◽

Proximity Dimensions

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Cooperative behaviour and place branding: a longitudinal case study in Italy

Qualitative Market Research An International Journal ◽

10.1108/qmr-02-2016-0012 ◽

2016 ◽

Vol 19 (2) ◽

pp. 156-172 ◽

Cited By ~ 6

Author(s):

Chiara Rinaldi ◽

Alessio Cavicchi

Keyword(s):

Geographical Area ◽

Place Branding ◽

Cooperative Behaviour ◽

Longitudinal Case Study ◽

Case Study Methodology ◽

Content Type ◽

Study Methodology ◽

As Relationship

Purpose This paper aims to understand the motivations driving cooperative behaviour between heterogeneous stakeholders in place-branding activities, focusing on contract-based and relation-based cooperation constructs. Design/methodology/approach The longitudinal case study method is used to help understanding how the investigated network has evolved over four years from an attempt to build a regional umbrella-brand to a network contract between 13 enterprises. Findings The findings suggest that the relationships of trust and shared values among stakeholders are essential to foster cooperation, but also that contract-based governance complements a relation-based governance, enhancing the performance of the alliance. Research limitations/implications The main limitation is related to the case study methodology, as results are strongly dependent on the specific characteristics of the stakeholders and the geographical area analysed. Social implications The role of stakeholders in building a place brand is increasingly important. When analysing cooperative behaviour drivers, more attention should be paid to such intangible assets as social, human, relational and organisational capital. Originality/value This longitudinal case study emphasises that for success in place-branding activities, contract-based cooperation can be particularly useful at the beginning of a network alliance, while relation-based cooperation ensures the strength and continuity of the partnership but it takes time to develop. Responsible leaders, working as relationship facilitators/enablers, are important to keep network members engaged, by creating trust and favouring mutual beneficial relationships between stakeholders.

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Learning during developing and implementing new bank offerings

International Journal of Bank Marketing ◽

10.1108/02652320510577366 ◽

2005 ◽

Vol 23 (1) ◽

pp. 54-72 ◽

Cited By ~ 7

Author(s):

Eric Stevens ◽

Sergios Dimitriadis

Keyword(s):

Learning Strategies ◽

Qualitative Methodology ◽

Development Process ◽

Development Project ◽

Longitudinal Case Study ◽

Learning Mechanisms ◽

Content Type ◽

Development Processes ◽

Informal Development

PurposeKnowledge of the management issues for developing new bank offerings efficiently is limited. Furthermore, recent research suggests that organisational learning can contribute greatly to the success of innovation projects. The aims of this paper are to provide a detailed description of the development process of a new financial product and to identify learning actions that may contribute to its effectiveness.Design/methodology/approachReports findings from a qualitative, longitudinal case study of a well‐known French bank.FindingsThe results revealed an informal development process consisting of a sequence of issues to solve and decisions to make.Research limitations/implicationsThough observations fit with the theoretical model, the findings cannot be generalized due to the use of a qualitative methodology. Thus, selecting a development project that brings variance to the scope and degree of innovativeness could enrich the observed learning mechanisms. Second, as services are very heterogeneous, further research should be done on the development processes of different new services, for example standardised versus customised. Third, mechanisms of adoption or avoidance of learning procedures remain to be explored extensively. Understanding the reasons of choice and adoption of learning strategies according to the environment and nature of the project could lead to further managerial recommendations.Practical implicationsImplications for banks to encourage learning during innovation are discussed and several opportunities for further research are suggested.Originality/valueAn informal development process is revealed, consisting of a sequence of issues to solve and decisions to make. Multiple learning actions and strategies are identified that enhance process effectiveness and efficiency.

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