- Teks
- Sejarah
continued to a point of theoretical
continued to a point of theoretical saturation (Glaser & Strauss, 1967),
allowing the authors to construct the formal strategic brand management
typology.
3.4. Data sources and data collection
This study is divided into twomain data collection phases. Following
the procedures of the iterative grounded theory process (outlined in
Fig. 1), data collection, including sampling and interview guides,
evolved with changes in theoretical understanding.
The main data source in the first phase was a study of firms coproducing
materials for various branding, marketing, and media production
purposes in a Norwegian winter destination. This study comprised
a potential sample of 32 respondents representing 13 different
firms and 12 professional athletes in boardsports apparel, sports agency,
boardsports equipment, media, and tourism (ski resort) industries. The
researchers conducted a pre-study to check the appropriateness of the
particular research context and the informants. This pre-study included
an open-answer e-mail survey and access to e-mail correspondence
from the co-production planning. The pre-study showed that the context
included cases that are representative of different strategic brand
management archetypes. The context provides cases that enable comparison
to clarify if findings are transferable between different cases
(Eisenhardt, 1991). Accordingly, the researchers deemed this context
a strong base for building strategic brand management theories
(Eisenhardt & Graebner, 2007; Yin, 2009).
The researchers used a theoretical sampling procedure and selected
16 cases (entities with brands) based on their potential to contribute to
the developing theory (Eisenhardt, 1989;Maxwell, 1998; Patton, 1990).
Nine firms and seven athletes were chosen for deeper study, based on
brandmanagement diversity and various roles and objectives for participating
in the co-production (see case descriptions in Table 1).
These cases include Norway's largest winter destination (Case No.
3); a market-leading multi-national US boardsports apparel company
(Case No. 1); a US boardsports equipment manufacturer that held the
second-largest market share in its specific European market (Case No.
2); a sports management firm (Case No. 4); small media companies
(Cases No. 5–9); and athletes (Cases No. 10–16). The firms promised
to provide particularly good cases to explore strategic brand management
from multiple perspectives. For example, the apparel company's
context-dependent nature and reliance on sponsoring promised insights
concerning experience- and meaning-driven brandmanagement
(Cliffe & Motion, 2005). By contrast, ski resorts' resource-based nature
and view on capacity utilization and services/products as key value
drivers promised insight into efficiency-driven product brand management
(Flagestad & Hope, 2001). Further, the equipment brand's dependence
on bothmeaning and utility promised insight into dynamic brand
management.
The case selection resulted in 19 in-depth interviews with knowledgeable
informants with different strategic brand management
approaches (see Table 1) (Eisenhardt & Graebner, 2007). Twelve
informants were managers involved in the firms' decision- and
strategy-making activities, while the other seven informants were athletes
representing meaning-laden human brands (e.g., Thomson,
2006). The interviews focused on the firms' strategic identity, intents,
objectives, value proposition, value-creation activities, value capturing,
view on the surrounding network, and types of exchange relationships
(strong vs. weak). All interviews, which lasted between 30 and 75 minutes,
were recorded on film and subsequently transcribed. The interview
guide helped provide insights about the various firms' strategic
brand management, including how the firms manage paradoxical tensions
in their branding.
The second data collection phase extended the second running exchange
to develop a more transferable and grounded formal theory
(Glaser & Strauss, 1967). This data collection subjected the findings
from the first data collection to an external check in contexts different
from those studied during the first phase (Gasson, 2003). Accordingly,
substantive theory derived from the first data collection phase guided
the second data collection phase.
The researchers relied on snowball sampling to find purposive cases
and informants. This procedure generated five in-depth interviews with
informants fromfive firms varying in size and operating in diversemarkets.
The informants ranged from a marketing manager of an apparel
brand wholesaler (Case No. 18); to an informant involved in apparel
brands, shopping mall brands, and media production (Case No. 19); to
a manager of a consulting firm known for expertise in brand and
event management (Case No. 20) (for a more comprehensive description
of cases, see Table 1). By alternating between data analysis and
data collection (second running exchange), these supplementary data
generated enough theoretical saturation to develop a formal theory on
strategic brand management archetypes and related paradoxes. (Lee,
1999; Strauss, 1987).
While the second data collection phase mainly consisted of in-depth
interviews, the first phase also included two additional data sources.
One source was video documentation of parts of the firms' production
processes. The other source was secondary data in the form of e-mail
correspondence, market research statistics, press articles, and material
resulting from production and marketing activities. These additional
data provided an external check and information that contextualized
and facilitated coding and interpretation during the data analysis.
3.5. Data analysis
The data analysis is structured according to the iterative grounded
theory approach described above and in Fig. 1 (Orton, 1997). The analysis
included open, axial, selectivemodes of coding,memo writing, and
model and typology development to extend existing theory (cf. Glaser &
Strauss, 1967;Miles &Huberman, 1994; Strauss, 1987; Strauss & Corbin,
1990). Tentative theoretical memoswere constructedwith descriptions
and explanations based on identified, structured, refined, and integrated
categories and themes (Strauss, 1987; Strauss & Corbin, 1990).
allowing the authors to construct the formal strategic brand management
typology.
3.4. Data sources and data collection
This study is divided into twomain data collection phases. Following
the procedures of the iterative grounded theory process (outlined in
Fig. 1), data collection, including sampling and interview guides,
evolved with changes in theoretical understanding.
The main data source in the first phase was a study of firms coproducing
materials for various branding, marketing, and media production
purposes in a Norwegian winter destination. This study comprised
a potential sample of 32 respondents representing 13 different
firms and 12 professional athletes in boardsports apparel, sports agency,
boardsports equipment, media, and tourism (ski resort) industries. The
researchers conducted a pre-study to check the appropriateness of the
particular research context and the informants. This pre-study included
an open-answer e-mail survey and access to e-mail correspondence
from the co-production planning. The pre-study showed that the context
included cases that are representative of different strategic brand
management archetypes. The context provides cases that enable comparison
to clarify if findings are transferable between different cases
(Eisenhardt, 1991). Accordingly, the researchers deemed this context
a strong base for building strategic brand management theories
(Eisenhardt & Graebner, 2007; Yin, 2009).
The researchers used a theoretical sampling procedure and selected
16 cases (entities with brands) based on their potential to contribute to
the developing theory (Eisenhardt, 1989;Maxwell, 1998; Patton, 1990).
Nine firms and seven athletes were chosen for deeper study, based on
brandmanagement diversity and various roles and objectives for participating
in the co-production (see case descriptions in Table 1).
These cases include Norway's largest winter destination (Case No.
3); a market-leading multi-national US boardsports apparel company
(Case No. 1); a US boardsports equipment manufacturer that held the
second-largest market share in its specific European market (Case No.
2); a sports management firm (Case No. 4); small media companies
(Cases No. 5–9); and athletes (Cases No. 10–16). The firms promised
to provide particularly good cases to explore strategic brand management
from multiple perspectives. For example, the apparel company's
context-dependent nature and reliance on sponsoring promised insights
concerning experience- and meaning-driven brandmanagement
(Cliffe & Motion, 2005). By contrast, ski resorts' resource-based nature
and view on capacity utilization and services/products as key value
drivers promised insight into efficiency-driven product brand management
(Flagestad & Hope, 2001). Further, the equipment brand's dependence
on bothmeaning and utility promised insight into dynamic brand
management.
The case selection resulted in 19 in-depth interviews with knowledgeable
informants with different strategic brand management
approaches (see Table 1) (Eisenhardt & Graebner, 2007). Twelve
informants were managers involved in the firms' decision- and
strategy-making activities, while the other seven informants were athletes
representing meaning-laden human brands (e.g., Thomson,
2006). The interviews focused on the firms' strategic identity, intents,
objectives, value proposition, value-creation activities, value capturing,
view on the surrounding network, and types of exchange relationships
(strong vs. weak). All interviews, which lasted between 30 and 75 minutes,
were recorded on film and subsequently transcribed. The interview
guide helped provide insights about the various firms' strategic
brand management, including how the firms manage paradoxical tensions
in their branding.
The second data collection phase extended the second running exchange
to develop a more transferable and grounded formal theory
(Glaser & Strauss, 1967). This data collection subjected the findings
from the first data collection to an external check in contexts different
from those studied during the first phase (Gasson, 2003). Accordingly,
substantive theory derived from the first data collection phase guided
the second data collection phase.
The researchers relied on snowball sampling to find purposive cases
and informants. This procedure generated five in-depth interviews with
informants fromfive firms varying in size and operating in diversemarkets.
The informants ranged from a marketing manager of an apparel
brand wholesaler (Case No. 18); to an informant involved in apparel
brands, shopping mall brands, and media production (Case No. 19); to
a manager of a consulting firm known for expertise in brand and
event management (Case No. 20) (for a more comprehensive description
of cases, see Table 1). By alternating between data analysis and
data collection (second running exchange), these supplementary data
generated enough theoretical saturation to develop a formal theory on
strategic brand management archetypes and related paradoxes. (Lee,
1999; Strauss, 1987).
While the second data collection phase mainly consisted of in-depth
interviews, the first phase also included two additional data sources.
One source was video documentation of parts of the firms' production
processes. The other source was secondary data in the form of e-mail
correspondence, market research statistics, press articles, and material
resulting from production and marketing activities. These additional
data provided an external check and information that contextualized
and facilitated coding and interpretation during the data analysis.
3.5. Data analysis
The data analysis is structured according to the iterative grounded
theory approach described above and in Fig. 1 (Orton, 1997). The analysis
included open, axial, selectivemodes of coding,memo writing, and
model and typology development to extend existing theory (cf. Glaser &
Strauss, 1967;Miles &Huberman, 1994; Strauss, 1987; Strauss & Corbin,
1990). Tentative theoretical memoswere constructedwith descriptions
and explanations based on identified, structured, refined, and integrated
categories and themes (Strauss, 1987; Strauss & Corbin, 1990).
0/5000
continued to a point of theoretical saturation (Glaser & Strauss, 1967),allowing the authors to construct the formal strategic brand managementtypology.3.4. Data sources and data collectionThis study is divided into twomain data collection phases. Followingthe procedures of the iterative grounded theory process (outlined inFig. 1), data collection, including sampling and interview guides,evolved with changes in theoretical understanding.The main data source in the first phase was a study of firms coproducingmaterials for various branding, marketing, and media productionpurposes in a Norwegian winter destination. This study compriseda potential sample of 32 respondents representing 13 differentfirms and 12 professional athletes in boardsports apparel, sports agency,boardsports equipment, media, and tourism (ski resort) industries. Theresearchers conducted a pre-study to check the appropriateness of theparticular research context and the informants. This pre-study includedan open-answer e-mail survey and access to e-mail correspondencefrom the co-production planning. The pre-study showed that the contextincluded cases that are representative of different strategic brandmanagement archetypes. The context provides cases that enable comparisonto clarify if findings are transferable between different cases(Eisenhardt, 1991). Accordingly, the researchers deemed this contexta strong base for building strategic brand management theories(Eisenhardt & Graebner, 2007; Yin, 2009).
The researchers used a theoretical sampling procedure and selected
16 cases (entities with brands) based on their potential to contribute to
the developing theory (Eisenhardt, 1989;Maxwell, 1998; Patton, 1990).
Nine firms and seven athletes were chosen for deeper study, based on
brandmanagement diversity and various roles and objectives for participating
in the co-production (see case descriptions in Table 1).
These cases include Norway's largest winter destination (Case No.
3); a market-leading multi-national US boardsports apparel company
(Case No. 1); a US boardsports equipment manufacturer that held the
second-largest market share in its specific European market (Case No.
2); a sports management firm (Case No. 4); small media companies
(Cases No. 5–9); and athletes (Cases No. 10–16). The firms promised
to provide particularly good cases to explore strategic brand management
from multiple perspectives. For example, the apparel company's
context-dependent nature and reliance on sponsoring promised insights
concerning experience- and meaning-driven brandmanagement
(Cliffe & Motion, 2005). By contrast, ski resorts' resource-based nature
and view on capacity utilization and services/products as key value
drivers promised insight into efficiency-driven product brand management
(Flagestad & Hope, 2001). Further, the equipment brand's dependence
on bothmeaning and utility promised insight into dynamic brand
management.
The case selection resulted in 19 in-depth interviews with knowledgeable
informants with different strategic brand management
approaches (see Table 1) (Eisenhardt & Graebner, 2007). Twelve
informants were managers involved in the firms' decision- and
strategy-making activities, while the other seven informants were athletes
representing meaning-laden human brands (e.g., Thomson,
2006). The interviews focused on the firms' strategic identity, intents,
objectives, value proposition, value-creation activities, value capturing,
view on the surrounding network, and types of exchange relationships
(strong vs. weak). All interviews, which lasted between 30 and 75 minutes,
were recorded on film and subsequently transcribed. The interview
guide helped provide insights about the various firms' strategic
brand management, including how the firms manage paradoxical tensions
in their branding.
The second data collection phase extended the second running exchange
to develop a more transferable and grounded formal theory
(Glaser & Strauss, 1967). This data collection subjected the findings
from the first data collection to an external check in contexts different
from those studied during the first phase (Gasson, 2003). Accordingly,
substantive theory derived from the first data collection phase guided
the second data collection phase.
The researchers relied on snowball sampling to find purposive cases
and informants. This procedure generated five in-depth interviews with
informants fromfive firms varying in size and operating in diversemarkets.
The informants ranged from a marketing manager of an apparel
brand wholesaler (Case No. 18); to an informant involved in apparel
brands, shopping mall brands, and media production (Case No. 19); to
a manager of a consulting firm known for expertise in brand and
event management (Case No. 20) (for a more comprehensive description
of cases, see Table 1). By alternating between data analysis and
data collection (second running exchange), these supplementary data
generated enough theoretical saturation to develop a formal theory on
strategic brand management archetypes and related paradoxes. (Lee,
1999; Strauss, 1987).
While the second data collection phase mainly consisted of in-depth
interviews, the first phase also included two additional data sources.
One source was video documentation of parts of the firms' production
processes. The other source was secondary data in the form of e-mail
correspondence, market research statistics, press articles, and material
resulting from production and marketing activities. These additional
data provided an external check and information that contextualized
and facilitated coding and interpretation during the data analysis.
3.5. Data analysis
The data analysis is structured according to the iterative grounded
theory approach described above and in Fig. 1 (Orton, 1997). The analysis
included open, axial, selectivemodes of coding,memo writing, and
model and typology development to extend existing theory (cf. Glaser &
Strauss, 1967;Miles &Huberman, 1994; Strauss, 1987; Strauss & Corbin,
1990). Tentative theoretical memoswere constructedwith descriptions
and explanations based on identified, structured, refined, and integrated
categories and themes (Strauss, 1987; Strauss & Corbin, 1990).
The researchers used a theoretical sampling procedure and selected
16 cases (entities with brands) based on their potential to contribute to
the developing theory (Eisenhardt, 1989;Maxwell, 1998; Patton, 1990).
Nine firms and seven athletes were chosen for deeper study, based on
brandmanagement diversity and various roles and objectives for participating
in the co-production (see case descriptions in Table 1).
These cases include Norway's largest winter destination (Case No.
3); a market-leading multi-national US boardsports apparel company
(Case No. 1); a US boardsports equipment manufacturer that held the
second-largest market share in its specific European market (Case No.
2); a sports management firm (Case No. 4); small media companies
(Cases No. 5–9); and athletes (Cases No. 10–16). The firms promised
to provide particularly good cases to explore strategic brand management
from multiple perspectives. For example, the apparel company's
context-dependent nature and reliance on sponsoring promised insights
concerning experience- and meaning-driven brandmanagement
(Cliffe & Motion, 2005). By contrast, ski resorts' resource-based nature
and view on capacity utilization and services/products as key value
drivers promised insight into efficiency-driven product brand management
(Flagestad & Hope, 2001). Further, the equipment brand's dependence
on bothmeaning and utility promised insight into dynamic brand
management.
The case selection resulted in 19 in-depth interviews with knowledgeable
informants with different strategic brand management
approaches (see Table 1) (Eisenhardt & Graebner, 2007). Twelve
informants were managers involved in the firms' decision- and
strategy-making activities, while the other seven informants were athletes
representing meaning-laden human brands (e.g., Thomson,
2006). The interviews focused on the firms' strategic identity, intents,
objectives, value proposition, value-creation activities, value capturing,
view on the surrounding network, and types of exchange relationships
(strong vs. weak). All interviews, which lasted between 30 and 75 minutes,
were recorded on film and subsequently transcribed. The interview
guide helped provide insights about the various firms' strategic
brand management, including how the firms manage paradoxical tensions
in their branding.
The second data collection phase extended the second running exchange
to develop a more transferable and grounded formal theory
(Glaser & Strauss, 1967). This data collection subjected the findings
from the first data collection to an external check in contexts different
from those studied during the first phase (Gasson, 2003). Accordingly,
substantive theory derived from the first data collection phase guided
the second data collection phase.
The researchers relied on snowball sampling to find purposive cases
and informants. This procedure generated five in-depth interviews with
informants fromfive firms varying in size and operating in diversemarkets.
The informants ranged from a marketing manager of an apparel
brand wholesaler (Case No. 18); to an informant involved in apparel
brands, shopping mall brands, and media production (Case No. 19); to
a manager of a consulting firm known for expertise in brand and
event management (Case No. 20) (for a more comprehensive description
of cases, see Table 1). By alternating between data analysis and
data collection (second running exchange), these supplementary data
generated enough theoretical saturation to develop a formal theory on
strategic brand management archetypes and related paradoxes. (Lee,
1999; Strauss, 1987).
While the second data collection phase mainly consisted of in-depth
interviews, the first phase also included two additional data sources.
One source was video documentation of parts of the firms' production
processes. The other source was secondary data in the form of e-mail
correspondence, market research statistics, press articles, and material
resulting from production and marketing activities. These additional
data provided an external check and information that contextualized
and facilitated coding and interpretation during the data analysis.
3.5. Data analysis
The data analysis is structured according to the iterative grounded
theory approach described above and in Fig. 1 (Orton, 1997). The analysis
included open, axial, selectivemodes of coding,memo writing, and
model and typology development to extend existing theory (cf. Glaser &
Strauss, 1967;Miles &Huberman, 1994; Strauss, 1987; Strauss & Corbin,
1990). Tentative theoretical memoswere constructedwith descriptions
and explanations based on identified, structured, refined, and integrated
categories and themes (Strauss, 1987; Strauss & Corbin, 1990).
Sedang diterjemahkan, harap tunggu..
terus titik jenuh teoritis (Glaser & Strauss, 1967),
yang memungkinkan penulis untuk membangun strategis manajemen merek resmi
tipologi.
3.4. Sumber data dan pengumpulan data
penelitian ini dibagi menjadi twomain tahap pengumpulan data. Setelah
prosedur dari berulang beralasan proses teori (diuraikan dalam
Gambar. 1), pengumpulan data, termasuk sampling dan wawancara panduan,
berkembang dengan perubahan pemahaman teoritis.
Sumber data utama dalam fase pertama adalah studi perusahaan coproducing
bahan untuk berbagai branding, pemasaran, dan produksi media
tujuan di tujuan musim dingin Norwegia. Penelitian ini terdiri
sampel potensi 32 responden yang mewakili 13 yang berbeda
perusahaan dan 12 atlet profesional di Boardsports pakaian, lembaga olahraga,
peralatan Boardsports, media, dan pariwisata (resort ski) industri. Para
peneliti melakukan pra-studi untuk memeriksa kesesuaian
konteks penelitian tertentu dan informan. Ini pra-penelitian termasuk
survei e-mail terbuka jawaban dan akses ke e-mail korespondensi
dari perencanaan co-produksi. Pra-studi menunjukkan bahwa konteksnya
termasuk kasus yang mewakili strategis yang berbeda merek
arketipe manajemen. Konteksnya memberikan kasus yang memungkinkan perbandingan
untuk mengklarifikasi apakah temuan dapat dialihkan antara kasus yang berbeda
(Eisenhardt, 1991). Dengan demikian, para peneliti dianggap konteks ini
dasar yang kuat untuk membangun strategi teori manajemen merek
(Eisenhardt & Graebner, 2007; Yin, 2009).
Para peneliti menggunakan prosedur teoritis sampling dan terpilih
16 kasus (entitas dengan merek) berdasarkan potensi mereka untuk berkontribusi untuk
teori berkembang (Eisenhardt, 1989; Maxwell, 1998; Patton, 1990).
Sembilan perusahaan dan tujuh atlet yang dipilih untuk studi lebih dalam, berdasarkan
keragaman brandmanagement dan berbagai peran dan tujuan untuk berpartisipasi
dalam co-produksi (lihat deskripsi kasus di . Tabel 1)
kasus ini termasuk Norwegia terbesar tujuan musim dingin (Kasus No.
3); sebuah perusahaan AS Boardsports pakaian multi-nasional yang memimpin pasar
(Kasus No. 1); produsen peralatan Boardsports AS yang memegang
terbesar kedua pangsa pasar di pasar Eropa yang spesifik (Kasus No.
2); sebuah perusahaan manajemen olahraga (Kasus No. 4); perusahaan media kecil
(Kasus No. 5-9); dan atlet (Kasus No. 10-16). Perusahaan berjanji
untuk memberikan kasus yang sangat baik untuk menjelajahi manajemen merek strategis
dari berbagai perspektif. Misalnya, pakaian perusahaan
tergantung pada konteks alam dan ketergantungan pada mensponsori wawasan berjanji
mengenai pengalaman-dan makna-driven brandmanagement
(Cliffe & Gerak, 2005). Sebaliknya, berbasis sumber daya alam ski resort
'dan melihat pada pemanfaatan kapasitas dan layanan / produk sebagai kunci nilai
driver berjanji wawasan efisiensi-driven manajemen merek produk
(Flagestad & Hope, 2001). Selanjutnya, ketergantungan peralatan merek
di bothmeaning dan utilitas berjanji wawasan merek dinamis
manajemen.
Pemilihan kasus mengakibatkan 19 wawancara mendalam dengan pengetahuan
informan dengan manajemen merek strategis yang berbeda
pendekatan (lihat Tabel 1) (Eisenhardt & Graebner, 2007). Dua belas
informan adalah manajer yang terlibat dalam keputusan dan perusahaan
'membuat strategi-kegiatan, sementara tujuh lainnya informan atlet
mewakili merek manusia makna-sarat (misalnya, Thomson,
2006). Wawancara difokuskan pada identitas strategis perusahaan ', maksud,
tujuan, nilai proposisi, kegiatan penciptaan nilai, nilai menangkap,
melihat pada jaringan sekitarnya, dan jenis hubungan pertukaran
(kuat vs lemah). Semua wawancara, yang berlangsung antara 30 dan 75 menit,
direkam pada film dan kemudian ditranskrip. Wawancara
panduan membantu memberikan wawasan tentang strategi berbagai perusahaan
'manajemen merek, termasuk bagaimana perusahaan mengelola ketegangan paradoks
dalam branding mereka.
Kedua tahap pengumpulan data diperpanjang pertukaran kedua berjalan
untuk mengembangkan teori formal lebih dipindahtangankan dan membumi
(Glaser & Strauss, 1967). Pengumpulan data ini dikenakan temuan
dari pengumpulan data pertama yang pemeriksaan eksternal dalam konteks yang berbeda
dari yang dipelajari pada tahap pertama (Gasson, 2003). Dengan demikian,
teori substantif yang berasal dari tahap pengumpulan data pertama dipandu
tahap pengumpulan data kedua.
Para peneliti mengandalkan snowball sampling untuk menemukan kasus purposive
dan informan. Prosedur ini dihasilkan lima wawancara mendalam dengan
informan perusahaan fromfive bervariasi dalam ukuran dan beroperasi di diversemarkets.
Informan berkisar dari seorang manajer pemasaran dari pakaian
grosir merek (Kasus No. 18); seorang informan yang terlibat dalam pakaian
merek, merek pusat perbelanjaan, dan produksi media (Kasus No. 19); untuk
seorang manajer dari sebuah perusahaan konsultan yang dikenal karena keahlian dalam merek dan
manajemen acara (Kasus No. 20) (untuk penjelasan lebih komprehensif
kasus, lihat Tabel 1). Dengan bergantian antara analisis data dan
pengumpulan data (kedua berjalan exchange), data-data tambahan
yang dihasilkan saturasi teoritis yang cukup untuk mengembangkan teori formal
arketipe manajemen merek strategis dan paradoks terkait. (Lee,
1999; Strauss, 1987).
Sedangkan tahap pengumpulan data kedua terutama terdiri dari mendalam
wawancara, tahap pertama juga termasuk dua sumber data tambahan.
Salah satu sumber adalah dokumentasi video bagian produksi perusahaan
'proses. Sumber lain adalah data sekunder dalam bentuk e-mail
korespondensi, statistik riset pasar, tekan artikel, dan bahan
yang dihasilkan dari kegiatan produksi dan pemasaran. Ini tambahan
data yang diberikan pemeriksaan eksternal dan informasi yang kontekstual
dan memfasilitasi coding dan interpretasi selama analisis. Data
3.5. Analisis data
Analisis data terstruktur sesuai dengan berulang didasarkan
teori pendekatan yang dijelaskan di atas dan pada Gambar. 1 (Orton, 1997). Analisis ini
termasuk terbuka, aksial, selectivemodes coding, menulis memo, dan
Model dan pengembangan tipologi untuk memperluas teori yang ada (lih Glaser &
Strauss, 1967; Miles & Huberman, 1994; Strauss, 1987; Strauss & Corbin,
1990). Tentatif deskripsi memoswere constructedwith teoritis
dan penjelasan berdasarkan diidentifikasi, terstruktur, halus, dan terintegrasi
kategori dan tema (Strauss, 1987; Strauss & Corbin, 1990).
yang memungkinkan penulis untuk membangun strategis manajemen merek resmi
tipologi.
3.4. Sumber data dan pengumpulan data
penelitian ini dibagi menjadi twomain tahap pengumpulan data. Setelah
prosedur dari berulang beralasan proses teori (diuraikan dalam
Gambar. 1), pengumpulan data, termasuk sampling dan wawancara panduan,
berkembang dengan perubahan pemahaman teoritis.
Sumber data utama dalam fase pertama adalah studi perusahaan coproducing
bahan untuk berbagai branding, pemasaran, dan produksi media
tujuan di tujuan musim dingin Norwegia. Penelitian ini terdiri
sampel potensi 32 responden yang mewakili 13 yang berbeda
perusahaan dan 12 atlet profesional di Boardsports pakaian, lembaga olahraga,
peralatan Boardsports, media, dan pariwisata (resort ski) industri. Para
peneliti melakukan pra-studi untuk memeriksa kesesuaian
konteks penelitian tertentu dan informan. Ini pra-penelitian termasuk
survei e-mail terbuka jawaban dan akses ke e-mail korespondensi
dari perencanaan co-produksi. Pra-studi menunjukkan bahwa konteksnya
termasuk kasus yang mewakili strategis yang berbeda merek
arketipe manajemen. Konteksnya memberikan kasus yang memungkinkan perbandingan
untuk mengklarifikasi apakah temuan dapat dialihkan antara kasus yang berbeda
(Eisenhardt, 1991). Dengan demikian, para peneliti dianggap konteks ini
dasar yang kuat untuk membangun strategi teori manajemen merek
(Eisenhardt & Graebner, 2007; Yin, 2009).
Para peneliti menggunakan prosedur teoritis sampling dan terpilih
16 kasus (entitas dengan merek) berdasarkan potensi mereka untuk berkontribusi untuk
teori berkembang (Eisenhardt, 1989; Maxwell, 1998; Patton, 1990).
Sembilan perusahaan dan tujuh atlet yang dipilih untuk studi lebih dalam, berdasarkan
keragaman brandmanagement dan berbagai peran dan tujuan untuk berpartisipasi
dalam co-produksi (lihat deskripsi kasus di . Tabel 1)
kasus ini termasuk Norwegia terbesar tujuan musim dingin (Kasus No.
3); sebuah perusahaan AS Boardsports pakaian multi-nasional yang memimpin pasar
(Kasus No. 1); produsen peralatan Boardsports AS yang memegang
terbesar kedua pangsa pasar di pasar Eropa yang spesifik (Kasus No.
2); sebuah perusahaan manajemen olahraga (Kasus No. 4); perusahaan media kecil
(Kasus No. 5-9); dan atlet (Kasus No. 10-16). Perusahaan berjanji
untuk memberikan kasus yang sangat baik untuk menjelajahi manajemen merek strategis
dari berbagai perspektif. Misalnya, pakaian perusahaan
tergantung pada konteks alam dan ketergantungan pada mensponsori wawasan berjanji
mengenai pengalaman-dan makna-driven brandmanagement
(Cliffe & Gerak, 2005). Sebaliknya, berbasis sumber daya alam ski resort
'dan melihat pada pemanfaatan kapasitas dan layanan / produk sebagai kunci nilai
driver berjanji wawasan efisiensi-driven manajemen merek produk
(Flagestad & Hope, 2001). Selanjutnya, ketergantungan peralatan merek
di bothmeaning dan utilitas berjanji wawasan merek dinamis
manajemen.
Pemilihan kasus mengakibatkan 19 wawancara mendalam dengan pengetahuan
informan dengan manajemen merek strategis yang berbeda
pendekatan (lihat Tabel 1) (Eisenhardt & Graebner, 2007). Dua belas
informan adalah manajer yang terlibat dalam keputusan dan perusahaan
'membuat strategi-kegiatan, sementara tujuh lainnya informan atlet
mewakili merek manusia makna-sarat (misalnya, Thomson,
2006). Wawancara difokuskan pada identitas strategis perusahaan ', maksud,
tujuan, nilai proposisi, kegiatan penciptaan nilai, nilai menangkap,
melihat pada jaringan sekitarnya, dan jenis hubungan pertukaran
(kuat vs lemah). Semua wawancara, yang berlangsung antara 30 dan 75 menit,
direkam pada film dan kemudian ditranskrip. Wawancara
panduan membantu memberikan wawasan tentang strategi berbagai perusahaan
'manajemen merek, termasuk bagaimana perusahaan mengelola ketegangan paradoks
dalam branding mereka.
Kedua tahap pengumpulan data diperpanjang pertukaran kedua berjalan
untuk mengembangkan teori formal lebih dipindahtangankan dan membumi
(Glaser & Strauss, 1967). Pengumpulan data ini dikenakan temuan
dari pengumpulan data pertama yang pemeriksaan eksternal dalam konteks yang berbeda
dari yang dipelajari pada tahap pertama (Gasson, 2003). Dengan demikian,
teori substantif yang berasal dari tahap pengumpulan data pertama dipandu
tahap pengumpulan data kedua.
Para peneliti mengandalkan snowball sampling untuk menemukan kasus purposive
dan informan. Prosedur ini dihasilkan lima wawancara mendalam dengan
informan perusahaan fromfive bervariasi dalam ukuran dan beroperasi di diversemarkets.
Informan berkisar dari seorang manajer pemasaran dari pakaian
grosir merek (Kasus No. 18); seorang informan yang terlibat dalam pakaian
merek, merek pusat perbelanjaan, dan produksi media (Kasus No. 19); untuk
seorang manajer dari sebuah perusahaan konsultan yang dikenal karena keahlian dalam merek dan
manajemen acara (Kasus No. 20) (untuk penjelasan lebih komprehensif
kasus, lihat Tabel 1). Dengan bergantian antara analisis data dan
pengumpulan data (kedua berjalan exchange), data-data tambahan
yang dihasilkan saturasi teoritis yang cukup untuk mengembangkan teori formal
arketipe manajemen merek strategis dan paradoks terkait. (Lee,
1999; Strauss, 1987).
Sedangkan tahap pengumpulan data kedua terutama terdiri dari mendalam
wawancara, tahap pertama juga termasuk dua sumber data tambahan.
Salah satu sumber adalah dokumentasi video bagian produksi perusahaan
'proses. Sumber lain adalah data sekunder dalam bentuk e-mail
korespondensi, statistik riset pasar, tekan artikel, dan bahan
yang dihasilkan dari kegiatan produksi dan pemasaran. Ini tambahan
data yang diberikan pemeriksaan eksternal dan informasi yang kontekstual
dan memfasilitasi coding dan interpretasi selama analisis. Data
3.5. Analisis data
Analisis data terstruktur sesuai dengan berulang didasarkan
teori pendekatan yang dijelaskan di atas dan pada Gambar. 1 (Orton, 1997). Analisis ini
termasuk terbuka, aksial, selectivemodes coding, menulis memo, dan
Model dan pengembangan tipologi untuk memperluas teori yang ada (lih Glaser &
Strauss, 1967; Miles & Huberman, 1994; Strauss, 1987; Strauss & Corbin,
1990). Tentatif deskripsi memoswere constructedwith teoritis
dan penjelasan berdasarkan diidentifikasi, terstruktur, halus, dan terintegrasi
kategori dan tema (Strauss, 1987; Strauss & Corbin, 1990).
Sedang diterjemahkan, harap tunggu..
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