The “singular view” in management case studies

Abstract

Purpose

This paper aims to challenge the conventional wisdom in qualitative case study research that the findings of the case depend on the identification of common themes across the statements of multiple case informants (usually, as expressed at interview).

Design/methodology/approach

This is a methodological paper that uses a published work to illustrate its arguments. It explores research on the meaning and significance of politically and culturally sensitive emergent change.

Findings

The paper finds that, during such change, many respondents may not accurately discern the “direction of travel” in their organization and, hence, gathering evidence on common views may not be a productive research strategy.

Research limitations/implications

It was only possible to use one illustration (politically and culturally sensitive emergent change); other scenarios where the “singular view” may be significant were, therefore, not covered.

Practical implications

Ultimately, the findings of a case study may have to rely on insights from just one respondent.

Originality/value

This paper argues that for some research agenda “singular views” may be more insightful than “common themes.” It also discusses the development of research that is prompted by a “singular view.”

Citation

Llewellyn, S. and Northcott, D. (2007), "The “singular view” in management case studies", Qualitative Research in Organizations and Management, Vol. 2 No. 3, pp. 194-207. https://doi.org/10.1108/17465640710835355