Researching Japanese Subsidiaries: The Strategy of Multiple Case-study Research
Researching Japanese Subsidiaries: The Strategy of Multiple Case-study Research
This chapter outlines the logic of the research design and the research methods used to study the operations of five Japanese subsidiaries in Britain. It reviews the different limitations of survey-based research and single case research, and advocates theoretically informed multiple case studies to illuminate both the processual dynamics of subsidiary operations and the importance of evolving social contexts. It explains the basis for the selection of the case-study enterprises and outlines the role of extensive interviews with managers and workers, combined with observation and documentary sources, in developing a cumulative understanding of patterns of social relations in each case-study establishment. Finally, it considers the strengths and weaknesses of a particular focus on non-unionized Japanese enterprises in Britain as a basis for contributing to the analysis of the overseas operations of multinational firms more generally.
Keywords: interviews, multiple case studies, processual, research design, research methods, social contexts, survey-based research
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