Proceedings of the 8th International Conference on Intellectual ...

Leonard Barnett and Edward Carter
A qualitative interpretivist approach, using an inductive method, is <strong>the</strong> most appropriate for this type <strong>of</strong>
study. It enables researchers to gain a deeper understanding <strong>of</strong> <strong>the</strong> issues and <strong>the</strong> meanings
respondents attach to events (Saunders et al., 2007) and is suitable for use with a small sample
where <strong>the</strong> focus is on interactions (Bryman, 2004). The methodology is appropriate for an interpretive
study which aims to access deeply embedded data. (Daymon and Holloway, 2002); Bryman and Bell,
2003, 2007; Bryman, 2004; Saunders et al., 2007).
3.1 Sample selection
As <strong>the</strong> first part <strong>of</strong> a comprehensive investigation, <strong>the</strong> research focuses on managers’ perceptions
(later studies will deal with customers and staff). Using purposive sampling, it is very important for <strong>the</strong>
study’s credibility that <strong>the</strong> five respondents are experienced, international senior managers with a
deep understanding <strong>of</strong> <strong>the</strong> research area.
3.2 Data collection
The research was triangulated, employing two principal methods <strong>of</strong> data collection: in-depth, semistructured
interviews and non-participant observation.
In <strong>the</strong> in-depth, semi-structured interviews, <strong>the</strong> researchers used an interview guide to obtain
standardized data from participants and adjust or revise questions as new insights arose (Daymon
and Holloway, 2002). In each interview, <strong>the</strong> respondents answered open-ended questions and were
free to elaborate, express personal opinions and feelings and display <strong>the</strong>ir expertise (Crouch and
Housden, 1996; Chisnall, 2001). There were five in-depth, semi-structured interviews, each lasting a
minimum <strong>of</strong> one hour, with five senior managers <strong>of</strong> first class hotels in Bangkok and three nonparticipant
observations in <strong>the</strong>se hotels.
In <strong>the</strong> three one and a half hour non-participant observations additional and confirmatory data was
recorded systematically, in narrative form and using a checklist, based on <strong>the</strong> interview guide (Hair et
al., 2003). A researcher observed staff in work settings, at audible distance, about 10-15 meters, from
<strong>the</strong>m. Staff were not informed that <strong>the</strong>y were being observed. For ethical reasons, <strong>the</strong> observation
sites and <strong>the</strong> names <strong>of</strong> those observed can not be identified.
3.3 Data analysis
The interviews were tape-recorded with <strong>the</strong> permission <strong>of</strong> <strong>the</strong> respondents and supported with notes.
All interviews were transcribed and were supplemented by written notes and checklists from <strong>the</strong> nonparticipant
observations to enable fuller data analysis.
3.3.1 Content analysis and coding
Content analysis and standard, systematic, qualitative coding techniques were applied (Richardson,
2000) to enable <strong>the</strong> sorting and re-presenting <strong>of</strong> raw data for interpretation and data analysis. As part
<strong>of</strong> <strong>the</strong> coding process, data presented in Word format were labeled and numbered, recording item
names, page numbers, paragraphs and line numbers in <strong>the</strong> transcripts, checklists and notes.
Exhaustive reiterative processing <strong>of</strong> <strong>the</strong>se coded items uncovered etiological and conceptual linkages
between <strong>the</strong>m, facilitating gradual categorization into seven major <strong>the</strong>mes and associated items or
sub-<strong>the</strong>mes. For example:
1. Positive feedback from and experience <strong>of</strong> customers: interactions, honesty, attitude to work, duty
managers’ efficiency and calm under pressure. 2. Friendliness and <strong>the</strong> power <strong>of</strong> <strong>the</strong> “smile”:
friendliness, smiling behaviors, gracefulness, courtesy, empathy, masking <strong>of</strong> negative feelings,
spontaneity, relevance <strong>of</strong> Buddhism, skepticism re: genuineness and different meanings <strong>of</strong> Thai
smile. 3. Proactivity and Initiative: lack <strong>of</strong> proactivity and initiative, need for clear structure, inflexible
adherence to procedures, lack <strong>of</strong> ambition, reluctance to work outside Bangkok, uncertainty
behaviors, e.g. getting <strong>the</strong> manager, freezing, hiding, smiling and ignoring; possible causes: education
system, culture and status, attachment to family and home, insularity, lack <strong>of</strong> common sense,
overcoming this through financial reward and empowerment, banning “mai dai” (“it cannot be done”).
4. Management, responsibility and accountability: staff cooperative, hard working, motivated, very
loyal, responding well to training, unwilling to enter senior management, satisfied with supervisor
level, wanting <strong>the</strong> protection <strong>of</strong> a senior manager, fear <strong>of</strong> accountability, different to o<strong>the</strong>r employees
in Asia and <strong>the</strong> region, loss <strong>of</strong> face and staff evaluation, using humiliation for change, wanting
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