The extant methodological literature has challenged case selection in qualitative case study research for being arbitrary or relying too much on convenience logic. This paper aims to address parts of such criticism on the rigour of case selection through the presentation of a sampling framework that promotes contextualisation and thoroughness of sampling decisions in the study of international phenomena. This framework emerged from an inductive process following an actual case study project in international marketing and promotes the idea that context matters for sampling purposes, too. The proposed framework integrates methodological tools that complement the overarching principle of purposeful sampling and considers respective contextual challenges that the researchers encountered before and during fieldwork. It serves to highlight in an iterative fashion the role that context plays in the case selection process and the importance of contextualised sampling processes for qualitative case study research in international business.

Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.

Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.

PurposeThe purpose of this paper is to analyse the types and the nature of innovations developed by small companies in a traditional service sector, as well as the ways that innovations impact their strategic capabilities.Design/methodology/approachThe paper provides evidence from three case studies captured through a number of interviews with senior managers within the companies. The paper adopted a comparative analysis, selecting two cases that have managed this process with great success and one showing evidently less success.FindingsOrganisational and process innovations are critical aspects of a dynamic strategy in small service companies. Although a successful innovation strategy does not require the development of technological systems and knowledge intensive services, it does necessitate their sophisticated usage. Innovation enables the firms to access new markets and the reconfiguration of strategic capabilities in the long term.Research limitations/implicationsThe paper identifies the existence of strong linkages between organisational and process innovation and dynamic capabilities in the small companies in a traditional service sector. The research has used qualitative methods and a case study methodology. Further research (e.g. other service industries) and ideally statistical evidence are required to generalise these findings into the wider service sector.Practical implicationsThis work calls for managers in small companies in a traditional service sector which wish to grow to pay more attention to their active involvement in organisational and process innovations and the sophisticated usage (or development) of knowledge intensive services.Originality/valueThe paper brings together a number of concepts from the innovation studies and the strategic management literature to investigate management practices and strategies of small companies in a traditional service sector, the tramp shipping sector.

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