Qualitative research: extending the range with flexible pattern matching

Bouncken, Ricarda B.; Qiu, Yixin; Sinkovics, Noemi; Kürsten, Wolfgang

doi:10.1007/s11846-021-00451-2

Cited by 119 publications

(93 citation statements)

References 91 publications

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“…Prior research has used quantitative methods with statistical results [73], which may be understood less by practitioners. Additionally, the flexible pattern matching technique was used, an approach which "allows the interaction of deductive and inductive components, thus combining rigor with a high level of flexibility" [22]. Beginning with the theoretical pattern represented in the triple-layered business model canvas, the empirical study showed that the model is applicable and useful to micro firms, but is limited with regards to the business model innovation process toward sustainability and growth.…”

Section: Discussionmentioning

confidence: 99%

“…Additionally, we used pattern matching which "involves the comparison of a predicted theoretical pattern with an observed empirical pattern" [21]. This approach is especially appropriate for single-case studies [22].…”

Section: Secondary Sources Of Informationmentioning

confidence: 99%

“…We use a qualitative methodology and pattern matching principles to compare the predicted conceptual pattern with the observed empirical pattern [21]. Specifically, flexible pattern matching was used due to the exploratory nature of the research design [22]. The evidence collected from personal interviews, private information, and public data is analyzed and confronted with the pattern, and a new proposal is made with regards to the iterative process through which companies should travel towards sustainable innovative business models.…”

Section: Introductionmentioning

confidence: 99%

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Towards Sustainable Innovative Business Models

2021

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This paper addresses two research questions: (1) How do firms innovate their business models to deal with the economic, environmental and social aspects of sustainability, and their interconnections? (2) How do managers design the process toward more sustainable innovative business models? Starting from the triple-layered canvas as a theoretical framework, a pattern matching technique is used to compare that theoretical pattern to the empirical pattern observed. The study is based on qualitative methods and data from a Spanish company in the wine sector. The findings indicate that the triple-layered canvas is applicable and useful for micro firms, although the process to design sustainable innovative business models might be even more important. A new theoretical model is inferred and proposed to incorporate the perspective of the process of the business model innovations for sustainability, and to add several relevant aspects to make the process more successful. Besides this, non-family firms introducing sustainable business model innovations in their economic, ecological, and social aspects move closer to family firms’ distinctive behavior. Finally, the implications and future lines of research are summarized.

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Section: Discussionmentioning

confidence: 99%

Section: Secondary Sources Of Informationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Towards Sustainable Innovative Business Models

2021

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“…We use an exploratory, qualitative research design with a bottom-up partial pattern-matching logic (Sinkovics, 2018; Bouncken et al , 2021). Bottom-up partial pattern matching in exploratory studies is best suited to situations where it is challenging to formulate a nuanced list of expected theoretical patterns based on the existing literature and match them to the observed patterns in the data.…”

Section: Methodsmentioning

confidence: 99%

International relationships and resilience of New Zealand SME exporters during COVID-19

Fath

Fiedler

Sinkovics

et al. 2021

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Purpose This paper aims to empirically investigate how small- and medium-sized enterprise (SMEs) have engaged with international network partners during COVID-19 and how the crisis has changed network relationships and resilience depending on pre-COVID relationship strength and, secondarily, on opportunity outlook in a market. Design/methodology/approach This paper draws on 14 qualitative interviews with managers of New Zealand SMEs from diverse industries and four with industry experts. Rather than generalization, the aim of this exploratory paper is to identify contingency factors, which, under duress, strengthen or break business relationships. Findings Four main patterns emerge from the data, with respect to how SMEs engaged with network partners depending on the nature of their prepandemic relationships and the extent to which their markets had been affected by the pandemic. During crisis, weak ties either break or remain weak, forcing firms to create new, potentially opportunistic, relationships. Strong ties increase resilience, even under a negative outlook, as network partners support each other, including through the development of new ties. Strong ties can also accelerate business model transformation. Research limitations/implications Future large-scale research is needed to test the generalizability of the authors’ findings. Practical implications The findings of this paper indicate lessons for business continuation management and future preparedness for major disruptions. Specific insights may help stimulate managerial action to accelerate contingency planning and policy to support SMEs. Originality/value This paper is an early study on how weak and strong ties influence SME resilience during crisis.

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“…We seek to answer these questions through a qualitative study following the flexible (stepwise) pattern matching approach (Sinkovics, 2018;Bouncken & Barwinski, 2020;Bouncken, Qiu, & García, 2021a;Bouncken, Qiu, Sinkovics, & Kürsten, 2021b) to study coopetitive strategy in oligo-coopetition. We conducted a case study analyzing coopetition strategies employed by one of the world's five major oil companies operating in the oil and gas exploration and production (OGEP) market, the Total Group.…”

Section: Introductionmentioning

confidence: 99%