Iterative triangulation: a theory development process using existing case studies

Abstract To cope with the growing frequency and magnitude of changes in technology and managerial methods, Operations Management (OM) researchers have been calling for greater employment of field‐based research methods. A notable example is grounded theory development using original case studies. Based on in‐depth examinations of ‘real‐world’ operations conditions, case studies potentially improve the relevance and workability of resulting OM theory. However, developing original case studies requires considerable time and expense, straining research resources and often limiting the number of operations settings that can be studied and compared during induction. Existing case studies offer a potentially effective and efficient means for comparing complex and disparate operations settings. This paper proposes a novel theory development process, termed iterative triangulation , for tapping this potential. Iterative triangulation employs systematic iterations between literature review, case evidence, and intuition. The process enhances theory creativity, utility, and validity by deliberately increasing the diversity and quantity of literature reviewed, of cases found, of conjectures examined, and of conjecture selection criteria. Comparing and contrasting emerging constructs and theory across case settings refines conceptual definitions and strengthens internal validity, enhancing testability of resulting theory. A study of advanced manufacturing technology design illustrates the method.