Mixed methods research:don't "just do it"

Purpose The purpose of this paper is to identify some of the dilemmas involved in the debate on the how, when and why of mixed methods research. Design/methodology/approach The authors' starting point is formed by developments in the philosophy of science literature, and recent publications on mixed methods research outside of the management accounting domain. Findings Contrary to recent claims made in the management accounting literature, the authors assert that uncovering points of disagreement between methods may be as far as researchers can go by combining them. Being reflexive can help to provide a deeper understanding of the research process and the researcher's role in this process. Research limitations/implications The paper should extend the debate among management accounting researchers about mixed methods research. One of the lessons drawn is that researchers are actively immersed in the research process and cannot purge their own interests and views. Accepting this lesson casts doubt on what the act of research may imply and achieve. Practical implications The paper shows that combinations of research methods should not be made based on a "whatever works" attitude, since this approach ultimately is still infused with ontological and epistemological considerations that researchers have, and should try to explicate. Originality/value The value of this paper lies in the provision of philosophical underpinnings that have not been widely considered in the management accounting literature on mixed methods to date. © 2011 Emerald Group Publishing Limited. All rights reserved.

The resource underpinnings of competitive positions

Competitive positioning is central to market-focussed management, comprising the choice of target market the firm will operate in, and how it will compete in that market. Positioning decisions are complex and require the firm to find a profitable match between market requirements and firm ability to satisfy them. Equally important, however, is the longer term sustainability of any position created in the market place. Drawing on theory from the strategic management and marketing domains the authors argue that the competitive position achieved is a key marketing resource with the potential to generate sustainable competitive advantage. The paper examines alternative competitive positions, the marketing resources necessary to underpin them, and how they are defended against competitor imitation or encroachment. Some positions are found to be inherently more defensible than others.