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W. Travis Selmier II and Aloysius Newenham-Kahindi

This chapter utilizes a paper we published in the Journal of International Business Studies to analyze our use of grounded theory [GT] in intercultural research on three levels: first, how and why the paper employed case studies through a grounded approach. Second, how our team itself travelled down a long, winding road of social research complexity. And third, why intercultural research such as ours can be successful in African and international management research contexts, and why a mono-cultural approach is likely to fail. We trace our analytical path through our field research, analysis and writing in order to show how GT “used” us as well as how we used GT to examine multinational mining firms’ interactions with local communities and how language use drove those firms’ success or failure in prosecuting Corporate Social Responsibility programs. This chapter offers tips at each stage of a research project based on our experiences.