scholarly journals Successive failure, repeat entrepreneurship and no learning: A case study

2011 ◽  
Vol 9 (1) ◽  
Author(s):  
Marius Pretorius ◽  
Ingrid Le Roux
Keyword(s):  
Single Case ◽  
Design Approach ◽  
Research Purpose ◽  
Single Case Study ◽  
Learning From Failure ◽  
Managerial Implications ◽  
Value Add ◽  
The Relationship

Orientation: Current theories of repeat entrepreneurship provide little explanation for the effect of failure as a ‘trigger’ for creating successive ventures or learning from repeated failures. Research purpose: This study attempts to establish the role of previous failures on the ventures that follow them and to determine the process of learning from successive failures.Motivation for the study: Successive failures offer potentially valuable insights into the relationship between failures on the ventures that follow and the process of learning from failure.Research design, approach and method: The researchers investigated a single case study of one entrepreneur’s successive failures over 20 years.Main findings: Although the causes varied, all the failures had fundamental similarities. This suggested that the entrepreneur had not learnt from them. The previous failures did not trigger the subsequent ventures. Instead, they played a role in causing the failures. Learning from failure does not happen immediately but requires deliberate reflection. Deliberate reflection is a prerequisite for learning from failure as the entrepreneur repeated similar mistakes time after time until he reflected on each failure.Practical/managerial implications: It confirms that failure is a part of entrepreneurial endeavours. However, learning from it requires deliberate reflection. Failure does not ‘trigger’ the next venture and educators should note this.Contribution/value-add: Knowing the effect of failure on consecutive ventures may help us to understand the development of prototypes (mental frameworks) and expand the theory about entrepreneurial prototype categories.

Artefacts and the Dynamics of Truces in Organizational Routines

2018 ◽  
Author(s):  
Nicolás J.B. Wiedemann ◽  
Leona Wiegmann ◽  
Juergen Weber
Keyword(s):  
Single Case ◽  
Single Case Study ◽  
Organizational Routines ◽  
Process Perspective ◽  
Temporary Settlement

Organizational routines can constitute a temporary settlement of individual actors’ diverging interests, described as a truce that enables the routine as a collective accomplishment to proceed. In this regard, scholars have recognized the central but ambiguous role of artefacts; they may be used to coordinate the interactions in routines but may also be mobilized to serve individual interests. Following this line of thinking, this chapter assumes a process perspective to advance our understanding of how such temporal settlements are continuously formed and in particular, the role artefacts play in this process. Based on a single case study over a period of thirty-three months, it analyses the use of a newly implemented artefact that inadvertently impeded smooth routine functioning as the artefact provided content that gave actors leeway to act out their interests in enacting the routine.

scholarly journals Beyond the mask of deference: exploring the relationship between ruptures and transference in a single-case study

2016 ◽  
Vol 19 (2) ◽  
Author(s):  
Francesca Locati ◽  
Pietro De Carli ◽  
Emanuele Tarasconi ◽  
Margherita Lang ◽  
Laura Parolin
Keyword(s):  
Sequential Analysis ◽  
Rating Scales ◽  
Rating Scale ◽  
Defense Mechanism ◽  
Single Case ◽  
Assessment Procedure ◽  
Single Case Study ◽  
Alliance Ruptures ◽  
The Relationship

The relationship between transference and therapeutic alliance has been long discussed. It is only recently, however, that empirical evidence has provided support for a tight correspondence between several transference dimensions and rupture and resolution processes. In the present single-case study, we used alliance ruptures as a key dimension to understand patient’s transference dynamics. This was achieved in a particular form of patient’s behavior, i.e., patient’s deference and acquiescent behavior, which describes a significant submission to assertions, skills, judgments and point of views of another person. Therapeutic process was measured by means of the Rupture Resolution Rating Scale, the Core Conflictual Relationship Theme and the Defense Mechanism Rating Scales, whereas therapeutic outcome was measured by means of the Shedler-Westen Assessment Procedure-200. Results of sequential analysis yielded a significant correspondence between rupture markers, characterized by avoidance and shifting of session’s topic, and patient’s narrations. Furthermore, a systematic correspondence between alliance ruptures and patient’s avoidant functioning, which emerged both in transference relationship and in the quality of the defense structure, was found. Together, these findings indicate that patient’s deference inhibits the expression of relational themes, with ruptures in alliance that seem to be supported by a strong defensive structure. In particular, patient’s avoidance played a double role in the treatment. On the one hand, avoidance was the main characteristic of her transference structure, based on extreme intellectualization and emotional closure. On the other hand, it contributed to create an impasse in the treatment, based on a withdrawal ruptures model and on obsessive level defences.

scholarly journals Regeringsautonomi og delegeringstab i dansk EU-politik: Et principal-agent teoretisk perspektiv

Politik ◽  
2010 ◽  
Vol 13 (3) ◽  
Author(s):  
Rasmus Bruun Pedersen
Keyword(s):  
Research Design ◽  
Single Case ◽  
Maastricht Treaty ◽  
Single Case Study ◽  
Government Behavior ◽  
Eu Integration ◽  
Treaty Negotiations ◽  
Role Of Information

Where do states’ positions on EU-integration come from? Despite a large number of studies we simply do not know which factors determine states’ positions in specific cases and why. This article analyses position making between ‘governments’ and ‘parliaments’ during the Maastricht Treaty negotiations. Furthermore, an analysis of the role of information asymmetries as intermediating factors in generating ‘influence on position’ will be carried out. The question asked is: Do governments enjoy relative autonomy vis-à-vis the Folketing that enables them to develop ‘positions’ they feel are in ‘the national interest’ or is Parliament able to control government behavior? The conclusions indicate that Parliaments control governmental positions, but also that governments, are able to exploit the negotiations to pursue certain ‘policy drifts’. The research design used is an in-dept single case study that analyses the level of inFluence on a multitude of different issues varied over the conflict level between the actors. 

Critical and Inhibiting Success Factors in Interorganizational Networks

2020 ◽  
pp. 63-86
Author(s):  
Viviana Durão ◽  
António Carrizo Moreira
Keyword(s):  
Success Factors ◽  
Single Case ◽  
Interorganizational Networks ◽  
Single Case Study ◽  
Strategic Partnerships ◽  
Structured Interviews ◽  
Organizational Network ◽  
The Relationship

This chapter, based on a single case study, has as its main objective to analyze a real example of creating an inter-organizational network and to perceive what was done for the selection and creation of the strategic partnerships and inter-organizational network and what factors or conditions can inhibit these partnerships from having long-term success and throughout its life cycle. For this, a qualitative study based on action research and semi-structured interviews was conducted. Results show although many companies settle in inter-organizational networks to gain competitive advantage, cases of failure are still quite high. In this case, upstream partnerships have not been based on long-term trust and commitment, which has jeopardized the continuity of the network, although there is an express desire to re-establish contacts. The partnership established downstream did not show the same commitment to continue the partnership with a total termination of the relationship.

The Project Manager as the Driver of Organizational Knowledge Creation

2020 ◽  
pp. 313-333
Author(s):  
Ted Bibbes ◽  
Minna Rollins ◽  
Wesley J. Johnston
Keyword(s):  
Single Case ◽  
Project Manager ◽  
Project Team ◽  
Single Case Study ◽  
Study Approach ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Team Environment

The areas Project Management and Knowledge Management include studies on the project and project team levels, but a specific focus on the role of the Project Manager in managing knowledge within the team has received less focus. The authors show how knowledge is created within the project team environment, and the specific role of the Project Manager as an individual uniquely situated to drive the creation of knowledge in the environment by facilitating, directing, and controlling team activities through the four SECI model phases. Using a single case study approach, this research shows how the PM acts as a “mixing valve” in the flow of knowledge in a dynamic, multi-directional, process within the project team environment.

scholarly journals The relationship between work locus of control and psychological capital amongst middle managers in the recruitment industry of South Africa

2015 ◽  
Vol 13 (1) ◽  
Author(s):  
Zurayda Shaik ◽  
Johanna H. Buitendach
Keyword(s):  
Locus Of Control ◽  
Work Performance ◽  
Middle Managers ◽  
Psychological Capital ◽  
Longitudinal Research ◽  
Work Locus Of Control ◽  
Managerial Implications ◽  
Value Add ◽  
The Relationship

Orientation: The role of traits as a determinant of states has resulted in researchers closely examining their potential for enhancing work behaviour. This is achieved through the examination of the trait and state perspectives.Research purpose: This research sought to determine the relationship between work locus of control (WLOC) and psychological capital (PsyCap), with the objective of increasing alertness on the trait and state approach.Motivation for the study: The current study investigated the role of traits and states in contributing to the positive psychology arena within the recruitment industry.Research approach, design and method: This longitudinal research design involved 425 middle managers at Time 1 (T1), at both supervisory and specialist levels, and 190 middle managers at supervisory levels at Time 2 (T2). This longitudinal study used a biographical, WLOC and PsyCap questionnaires.Main findings: The findings indicated that WLOC has predictive value for PsyCap: a statistically significant and practical relationship was established between WLOC and PsyCap at T1 and T2. However, the multiple regression analysis results were not consistently demonstrated over time.Practical managerial implications: Understanding the role of personality traits and psychological states can provide managers with additional means of increasing employee efficiency through improving work processes such as recruitment and selection.Contributions/value-add: The recruitment and other industries are encouraged to utilise a strength-based approach to enhance work performance through selection processes that incorporate traits and states to further increase organisational competitiveness.

scholarly journals Stimuli of Collaboration in Product Development: A Case Study in a Project Manufacturing Company

2017 ◽  
Vol 8 (4) ◽  
pp. 13-26
Author(s):  
Aki Jääskeläinen ◽  
Jussi Heikkilä ◽  
Anna Hiidensalo ◽  
Otto Thitz
Keyword(s):  
Product Development ◽  
Single Case ◽  
Structured Interviews ◽  
Joint Product ◽  
Manufacturing Company ◽  
Focal Company ◽  
Development Initiatives ◽  
The Relationship

AbstractThere is already a wide acceptance on the importance of involving supplier and customer companies in product development. Decent understanding prevails on the relationship-oriented approach to product development including various collaboration forms. However, there is less research on the factors explaining the decision of attending to joint product development. In addition, less studies have examined the integrated role of both suppliers and customers in product development initiatives. This study searches answers to the following research questions: 1. What is the role of different actors in product development initiatives? 2. What factors motivate suppliers and customers to participate in product development? The research is carried out as an in-depth qualitative single case study in a large project manufacturing company. It takes the perspective of a focal company striving for product improvements. The first part of the empirical study consists of 15 semi-structured interviews. The second part includes two discursive workshops and builds upon the results of the interviews. This study contributes to the existing research by explaining the challenges and conditions facilitating joint product development with supplier and purchaser companies. The results highlight the role of customers in improving the effectiveness of product development. As a practical contribution, the paper reports the application of workshop method as a facilitator of collaboration between supplier, purchaser (focal company) and customer companies.

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