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Aplicación de la teoría fundamentada (grounded theory) al estudio del proceso de creación de empresas

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    ABSTRACT: This paper presents a structured approach to grounded theory-building. It is aimed at ‘mode 2’ (Gibbons et al., 1994) management researchers, in particular those who analyse recollections of past events, often recorded in interview data, to develop explanations of management action. Two characteristics of mode 2 enquiry - transdisciplinarity and an emphasis on tacit knowledge - make grounded theory potentially attractive to mode 2 researchers. However, the approach offered here differs in two important ways from the much-cited universal grounded theory model originated by Glaser and Strauss (1967) and later proceduralized by Strauss and Corbin (1990). First, it acknowledges that the form of theories of management action which will satisfy the contemporary demands of mode 2 research is different from the form of integrated sociological theory for which the original grounded theory approach was developed. Second, it takes account of differences between the ontological assumptions underlying the use of retrospective data for analysing management action, and those associated with participant observation, the pivotal strategy of grounded theory's symbolic interactionist roots. The result is a simplified, more direct approach which works for the specific purpose of generating useful, consensually valid theory.
    British Journal of Management 05/2000; 11(2):91 - 102. · 1.52 Impact Factor
  • 2 01/1994; Sage Publications, Inc.
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    ABSTRACT: Proposes that the understanding of innovation, as so far revealed by academics, has only given a limited insight into what really happens when people innovate. Previous studies have researched innovation using perspectives and methodologies which were unable to reveal what people actually do when they are innovating. This is because these other studies have chosen a level of analysis which is too far removed from the activities carried out by innovators. To examine innovators more closely a “grounded theory” approach has been used. By using a combination of participant observation, individual and focus group interviews, over an extended period of time, the detail of the innovator's behaviour has been revealed. These insights are known as basic social processes which reflect the ideologies, beliefs, and values which drive innovators. The three basic social processes revealed by this research are, ambiguity, transformation and reflexivity . Although the context of these research findings is situated in a Swedish opera company, called Folkoperan, the findings are likely to be of interest to anyone involved in research into innovation since basic social processes are never limited to specific research contexts. Also explains the nature of the unorthodox incorporation and sophisticated relationships Folkoperan had with the financial community.
    International Journal of Entrepreneurial Behaviour &amp Research 07/1995; 1(2):54-76.

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