are of equal, if not greater, importance ( Perry, 1998 ). The choice of case sites should involve discretion and judgement ( Amaratunga and Baldry, 2001 ). Cases should be selected for their ability to contribute to the overall investigation rather than a logic predicated on convenience ( Poulis et al., 2013 ; Stake, 1995 ). The identification of a population of possible case study sites is a good starting point and is crucial to the case selection process. An appropriate population ‘helps to define the limits for generalising the findings’ ( Eisenhardt, 1989 : 537
interact with the resource base to ‘reconfigure’ and ‘refresh’ existing resources and ‘create’ new ones ( Ambrosini and Bowman, 2009 : 29). These capabilities therefore enable the organisation to ‘reflexively revisit’ what it does in changing environments ( Felin and Foss, 2009 : 161).
While no doubt significant, the precise relationship between innovation and dynamic capabilities remains somewhat contested ( Breznik and Hisrich, 2014 ). Wang and Ahmed (2007) conceptualise innovation capability as a ‘critical component’ of dynamic capability. Early work by Lawson
Brendan McSweeney, Donna Brown and Stravroula Iliopoulou
critically calls the ‘cultural dope’ concept (1967: 66). But even in ‘total institutions’ – in comparison with which national industrial relations are far less controlled – there is room for reflexivity (Goffman, 1957). Decision-making when it involves choices between mutually exclusive courses of action generates unpredictability. The future depends on decisions as yet unmade. Would the World be the same, for instance, even if one of the assassination attempts on Adolph Hitler had succeeded? The social world is characterized not only by constancies and path