MICHAEL DEMPSEY - Cranfield University

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a. Developed for this paper Brief description of criteria for realism research b. Major authors c. ONTOLOGY 1. Ontological appropriateness Research problem deals with complex social science phenomena involving reflective people d. 2. Contingent validity Open, 'fuzzy boundary' systems (Yin 1994) involving generative mechanisms rather than direct cause- e. EPISTEMOLOGY 3. Multiple perceptions of participants and of peer researchers f. METHODOLOGY 4. Methodological trustworthiness g. 5. Analytic generalisation h. 6. Construct validity and-effect Neither value-free nor value-laden, rather value-aware Trustworthy - the research can be audited Analytic generalisation (that is, theory-building) rather than statistical generalisation (that is, theory testing) 74 Case study techniques within the realism paradigm Selection of research problem e.g. it is a how question In depth questions; iterative search for cognitive mechanisms. Multiple interviews, supporting evidence, broad questions before probes, triangulation. Papers accepted through peer review Case study database, use of quotations in report. Identify research issues before data collection to formulate interview protocol. Theoretical and literal replication. Criteria for case research Yin (1994) Internal validity Reliability External validity through the specification of theoretical relationships, from which generalisations can be made Construct validity EXHIBIT 3.5. Quality criteria for Case Study research within the Realist paradigm (Adapted from Healy and Perry (2000)
CHAPTER FOUR: INTRODUCTION TO CASE STUDIES 4.1. EXPLANATION OF CHAPTER The four case studies in the next four chapters follow a common framework which needs explanation if the reader is to negotiate them successfully. This chapter briefly seeks to provide this explanation. 4.2. FRAMEWORK OF CASE STUDIES Exhibit 2.5 sets out Hales’ (1999) model which sets out an analytical framework for the analysis of the work of trade union managers. The basis of the model is explained in Chapter 2 and the researcher, in employing the model, has to establish the systems and modalities in a particular organisation before examining managerial actions in each of the three categories set out in the model. There are, therefore, nine categories which have to be completed in respect of each union. Modalities for each union are extrapolated from the discussions of systems. All of the nine categories are summarised in the diagrams which follow each case study but the text is divided into the six areas relating to systems and actions. Furthermore, Mintzberg (1994) suggests that managers manage in three ways – by information, through people and by action. Therefore, when discussing managerial action (following discussions of merger management) the types of managerial action discussed are divided into Mintzberg’s categories. This means that the structure of each case study is as follows:- • About the union. This is an explanatory background to the case study • Interviewees. This lists the interviewees and their position in the union. The case studies try to guard against overt identification of the individuals, as far as possible, except where that is essential to explaining the comments quoted. • Trade union managers. This section deals with the data concerning whether or not the interviewees accept their managerial roles. • SYSTEMS This is the first of the categories of Hales’ (1999) framework and involves:- o Systems relating to distribution of resources o Systems relating to cognitive rules, in particular cultural issues. Here, use is made of the Fairbrother (2000) framework in which attempts are made to establish managers’ perceptions of 75
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CRANFIELD UNIVERSITY MICHAEL DEMPSE
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ACKNOWLEDGMENTS It is, as they say
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CHAPTERS 5, 6, 7 AND 8 - CASE STUDI
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1.1. INTRODUCTION CHAPTER ONE: INTR
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hindsight, this seems as though it
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Union organisation is often very co
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elected members of both unions went
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considerable cultural differences b
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maintenance and improvement of the
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with managerial tasks of achieving
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trade unions; it is easy to see the
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Modes of management - styles of the
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Conclusions managers. There is insu
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Conclusions Management of the conse
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Conclusions 130
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CPSA, a relatively modern, and unde
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Trade union managers and this is co
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Resource distribution systems there
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Resource distribution systems blip.
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Resource distribution systems There
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Cognitive rules and culture Systems
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Cognitive rules and culture a bit r
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Cognitive rules and culture For the
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Cognitive rules and culture A view
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Cognitive rules and culture There i
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Cognitive rules and culture It crys
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Moral rules and trade union princip
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Deploying resources wonderful discu
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Deploying resources themselves elec
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Deploying resources Some department
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Merger management because they woul
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Merger management you knew people t
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Merger management that it would be
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Merger management different structu
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Managing by information Eastbourne
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Managing through people strike acti
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Performance management At least one
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Staff development members to set up
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Teams life changing, fantastic -- I
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Managing action - leadership To try
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Managing action - leadership are th
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‘Legitimate’ managerial actions
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Modes of management - styles In a u
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Conclusions Systems for allocation
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Conclusions own, in some cases. The
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Conclusions The PCS Rule Book has b
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CHAPTER SEVEN MANAGERS IN UNiFI Abo
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Trade union managers Gwyn Bates, Na
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Resource distribution systems Syste
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Resource distribution systems someb
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Resource distribution systems It wa
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Cognitive rules and culture Whilst
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Cognitive rules and culture In the
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Cognitive rules and culture committ
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Cognitive rules and culture I think
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Cognitive rules and culture against
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Cognitive rules and culture What we
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Deploying resources union principle
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Deploying resources And there was a
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Deploying resources expressed by so
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Merger management Other structures
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Merger management telling me that t
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Merger management I am a big believ
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Merger management happen and we dis
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Managing by information I will prob
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Managing through people that standa
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Performance management We impose a
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Teams suggests that staff developme
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Teams We've got 12 groups and group
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Managing action - leadership I very
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Managing action - leadership Sadly,
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Modes of management - styles Modes
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Modes of management - styles It wou
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Conclusions plan space. This is not
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Conclusions principle of company co
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Conclusions support a suggestion th
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CHAPTER EIGHT MANAGERS IN UNISON Ab
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Trade union managers Bob Abberley,
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Trade union managers One of the rea
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Resource distribution systems Syste
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Resource distribution systems It is
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Resource distribution systems It he
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Cognitive rules and culture NALGO o
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Cognitive rules and culture COHSE o
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Cognitive rules and culture I think
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Cognitive rules and culture Despite
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Cognitive rules and culture The sam
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Cognitive rules and culture nationa
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Deploying resources mapped against
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Deploying resources the different p
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Deploying resources staff clearly,
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Deploying resources Another manager
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Merger management ‘Meaningful Man
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Merger management lot of people wer
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Managing by information I think one
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Managing through people moved last
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Performance management criticisms t
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Performance management doing so bad
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Teams There are more tools now, the
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Managing action - leadership A numb
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Modes of management - styles I alwa
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Modes of management - styles When p
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Conclusions 8.17. CONCLUSIONS Trade
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Conclusions Managerial Activities D
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Conclusions mentioned. But there is
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Trade union managers CHAPTER NINE:
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Furthermore, the exhibit enables ju
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Another symptom is whether manageme
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organisational members waited to se
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colleagues in senior positions acce
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there are factors contingent on mer
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their managerial roles were in some
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the impact which integration would
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development. The fourth was team wo
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The negative words and phrases are,
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translate those principles into man
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In CWU, however, there was more amb
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9.4. STAKEHOLDER MANAGEMENT As with
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were also working in a conflictual
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Boundaries A word mentioned frequen
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• Policy and political boundaries
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One would assume that unions where
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Financial systems and planning At t
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Proposition 1 Trade union managers
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CHAPTER TEN: CONCLUSIONS 10.1. INTR
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development. In the event, links we
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objectives. But managers do not in
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whether there is a match between ma
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Exhibit 9.8 summarises staff develo
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technological systems and the appoi
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Chapter 9, and Exhibit 9.10, discus
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that whichever party is gaining aut
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interests of the members of the org
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10.3. THEORY REPLICATED OR CONFIRME
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organisations. So using Cornforth
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divisions causing relative weakness
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conversation, seems prepared to cou
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I discovered NVivo and I needed con
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Brummer J.J. (1991) Corporate respo
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Hartley R. C. (1982) The Framework
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Rhenman E. (1964) Foretagsdemokrati
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PROP 4. How they undertake their ma
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PROP 2. Importance of physical spac
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APPENDIX 4: EXTRACT FROM STAGE 2 NO
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434 regarded themselves as people o
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• Relating their actions in some
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MICHAEL DEMPSEY - Cranfield University

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