Donmoyer, R. (2000). Generalizability and the single-case study. In R. Gomm, M. Hammersley, & P. Foster (Eds.), Case study method (pp. 45-69). London: Sage.
2.
Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34, 517-554.
3.
Eisenhardt, K. M. (1985). Building theories from case study research. Academy of Management Review, 14, 532-550.
4.
Fiol, C. M. (2001). Revisiting an identity based view of sustainable competitive advantage. Journal of Management, 27, 691-699.
5.
Fiske, S. T., & Neuberg, S. L. (1990). A continuum of impression formation from category based to individuating processes: Influences of information and motivation on attention and interpretation. In M. P. Zanna (Ed.), Advances in experimental social psychology (Vol.23, pp.1-74). San Diego, CA: Academic Press.
6.
Leavy, B. (1991). A process study of strategic change and industry evolution: The case of the Irish dairy industry, 1958-74. British Journal of Management, 2, 187-204.
7.
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Beverly Hills, CA: Sage.
8.
Miles, M., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook (2nd ed.). Thousands Oaks, CA: Sage.
9.
Mintzberg, H. (1979). An emerging strategy of direct research. Administrative Science Quarterly, 24, 582-589.
10.
Pettigrew, A. M. (1985). Contextualist research and the study of organizational change processes. In E. Mumford, R. Hirschheim, G. Fitzgerald, & A. T. Wood-Harper (Eds.), Research methods in informations (pp. 53-78). Amsterdam: North-Holland.
11.
Pratt, M. G., & Foreman, P. O. (2000). Classifying managerial responses to multiple organizational identities. Academy of Management Review, 25, 18-42.
12.
Schofield, J. W. (2000). Increasing the generalizability of qualitative research. In R. Gomm, M. Hammersley, & P. Foster (Eds.), Case study method (pp. 69-98). Thousand Oaks, CA: Sage.
