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We live in a context of change, whereby postmodernity shapes our understanding and our searching for truth. Postmodernity dictates not only what kind of results we obtain in our researches, but also on the ways we use to search for truth. This means that postmodernity dictates the ways we do research in various disciplines, the ways we use to analyze the research results, and the ways we use to communicate the findings. Postmodernity is the paradigm in which we are greatly concerned. What is the place of rules of research, research ethics, selection of the problem, and designing of research as we consider the context whereby nothing absolute can be envisaged? How should one review the literature to suit this postmodern understanding of reality? How should one argue his or her case? This book is designed to help students in higher learning institutions learn qualitative research methods in classrooms or by themselves. It moves students and researchers from modern ways of understanding, doing, and communicating qualitative research towards postmodern challenges and promises. In this case, the book is worthy reading to every serious student and researcher who seeks to equip oneself to the current issues of qualitative research methodology.

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.