MICHAEL DEMPSEY - Cranfield University

UNISON, there was a belief that their objective setting and planning
processes facilitated issue driven resource allocation.
So it could be argued that there are links between modalities and
actions in this area. There are evident links between resource
modalities and managerial actions on deploying resources. It is less
clear the link between ‘norms’ and managerial actions affecting
systems of representative rationality. In general, managers do not
seem to be taking any financial decisions which adversely affect those
systems, even if they are aware that there is an issue here. However,
there does seem to be a link between ‘norms’ and the ‘fair’ distribution
of resources. To this extent, there is some support for one aspect of
proposition 4.2.
9.6. SUMMARY
The issues that emerged from the within case data analysis and the
cross-case data analysis have now been presented and discussed.
Key comparisons between the case studies, and between the different
respondents, have also been discussed. A rich picture of how trade
union managers go about the management of their unions has
emerged. Many of the comparisons have been made using matrices,
displays and models, as is consistent with presenting qualitative data
(Miles and Huberman 1994), case studies (Yin 1994) and Realism
research (Healy and Perry 2000). It is also customary with realist
research to show the degree to which the propositions have been
qualified and validated by the data. This is now discussed.
Set out in Exhibit 9.14 is a diagrammatic representation of support for
the propositions. As noted earlier, any display in the form of scaling
contains, of necessity, elements of subjectivity. However, it is followed
by a discussion of the issues.
Proposition Cross case support
1.1 √√
1.2 X
1.3 X
2.1 X
2.2 √√
2.3 √
3 √√√
4.1 √√√
4.2 √
5 √√√
Key: X = not at all. √ √√ √√√ √√√√
Degree of support given: Weak………………….Strong
EXHIBIT 9.14. Support for propositions
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