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“Managerial storytelling”: how we produce managerial and academic stories in qualitative B2B case study research

Pekka Mattila|Antti Sihvonen|Henrikki Tikkanen|Joel Hietanen
한국마케팅과학회 (Korean Scholars of Marketing Science)|2014.06|Journal of Global Scholars of Marketing Science(마케팅과학연구) (全球营销科学学报)|제24권 제3호|pp. 295-310

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storytellingreflexivitycase studies弹性storieshermeneutics故事案例研究IMP故事叙述诠释学 1. Prologue Once upon a timetwo researchers – both of whom are
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초록

With a focus on case study research methods, this study continues the epistemologicaldebate about qualitative research approaches in the IMP literature by reconsidering thereliance on managerial interviews as a primary empirical source in the production ofknowledge claims. In this empirical approach, researchers seem to often treat theinterview process and the analysis and reporting of research findings in a manner thatgenerally gives situational credence to the veracity and factuality of the interview data. In line with several epistemological approaches that have already surfaced in IMPliterature, this study further emphasizes the context-dependent, ephemeral andultimately unstable nature of managerial “truths” imparted in the interviews. We arguethat the data should be empathically and reflexively understood as the production ofstories and their reporting as a form of academic storytelling of pragmatic academicand managerial value.

Abstract

With a focus on case study research methods, this study continues the epistemologicaldebate about qualitative research approaches in the IMP literature by reconsidering thereliance on managerial interviews as a primary empirical source in the production ofknowledge claims. In this empirical approach, researchers seem to often treat theinterview process and the analysis and reporting of research findings in a manner thatgenerally gives situational credence to the veracity and factuality of the interview data. In line with several epistemological approaches that have already surfaced in IMPliterature, this study further emphasizes the context-dependent, ephemeral andultimately unstable nature of managerial “truths” imparted in the interviews. We arguethat the data should be empathically and reflexively understood as the production ofstories and their reporting as a form of academic storytelling of pragmatic academicand managerial value.

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