essential-guide-to-qualitative-in-organizational-research

More documents

Recommendations

Info

Table 20.2cont.Examples of quotations Code in open coding Integrative category, memo notes anddimensions of the categoryR. Can you do that by heart? Professional competence developsI: There are instructions for that, but I haven’t really needed them. I have been over years of experience.[working here] for so long. Then the same jobs are repeated . . .[. . .]R: What kind of an employee is appreciated here?I: Well… depends on what you do, you have to be an expert at least, you have toknow what you’re doing. That’s what I think, that at least and as I have beenalready here for a long time I think I am somehow competent in what I’m doing.That’s one characteristic at least.I: The worst thing that can happen is that you make bad piece, it really feels bad, Mastering your task as a sourcekind of ‘hurts your pride’. Once you have been here as long as I have . . .of pride.I: [. . .] Now we have this team thing here [messing things up], we have our warehouse Work divided in to clearly definedthere and it is so big that you can’t be in all the places at the same time, it should areas of responsibility,be kept like it has always been, divided into areas. Then you know where you are everything works well ifand what there is, and that an ’outsider’ does not go [and mess up] your things, everyone takes care of his share.that becomes a total mess, you can’t find anything . . .I: We have designers for this and designers for that, but then we have a ‘no man’s Bits and pieces, no co-ordination.land’, we have no one who would co-ordinate the whole.in his own job. A real professional is aperson who skillfully fulfills hisresponsibilities, without errors.1) I = Informant, 2) R = ResearcherSource: This figure first published in Länsisalmi, et al. (2000), European Journal of Work and Organizational Psychology, 9(4). Reprinted with the permission of Psychology Press.–––––––––––––––––––––––––––––––––––––––––––––––––––––––– GROUNDED THEORY –––––––––– 251
Table 20.3Collective stressors and coping mechanisms in divisions A, B and C and work unit XDivision A Division B Division C Work Unit XStressors – fluctuation – constantly changing customer – risk of unemployment – work overload– risk of unemployment needs combined with shortage – social undervaluation, – pressure towards more extensive– social undervaluation of time ‘penal colony’ reputation autonomy (blue-collar workers)– poor client satisfaction – implementation of group – culture shock due to a restructuring– intra-company competition bonus system of the organizationCoping – collective responsibility – ‘workaholism’ – rely on hierarchy – weekly meetingsproblem-focused – rotation of employees – providing and relying on getting – watching and controlling peers, – providing and relying on– rely on hierarchy help labelling lazy ones getting help– active sharing of information – solidarity in dividing aversive weekend work– clinging to ‘own group’appraisal- and emotion- – climate (= few conflicts – climate (= ‘perfect’, everyone – climate (= few destructive – climate (= people get along well)focused in the own group) gets along) quarrels in own work group) – belonging to a good work unit (pride)– blaming others – belonging to an ‘all stars’ division – gossiping, creating conflicts with – high degrees of freedom in the– storytelling (‘good old compensates for sacrifices other groups own jobdays’, ‘bun eating’) – stress interpreted as normal – pottering – storytelling (good old days withand as an admired state – enhancing isolation, attributing no hurry)‘badness’ outside of own division – ‘making Porches’ -metaphor– storytelling (‘good old days’, ‘we’rebetter’ measured by other indicators)252 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––
Page 4 and 5:
ESSENTIAL GUIDE TO QUALITATIVE METH
Page 6:
This book is dedicated to our child
Page 9 and 10:
viii ---------- CONTENTS ----------
Page 12 and 13:
Notes on ContributorsJohn Benington
Page 14 and 15:
-----------------------------------
Page 16 and 17:
-----------------------------------
Page 18 and 19:
-----------------------------------
Page 20:
AcknowledgementsIt has been 10 year
Page 23 and 24:
2 ---------- QUALITATIVE METHODS IN
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
10 ---------- QUALITATIVE METHODS I
Page 33 and 34:
Page 35 and 36:
Page 37 and 38:
Page 39 and 40:
Page 41 and 42:
Page 43 and 44:
Page 45 and 46:
Page 47 and 48:
Page 49 and 50:
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
4 ---- Life Histories -------------
Page 57 and 58:
Page 59 and 60:
Page 61 and 62:
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
8 ---- The Twenty Statements Test -
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
9 ---- Qualitative Research Diaries
Page 121 and 122:
100 ---------- QUALITATIVE METHODS
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
tended to get shovedin the backgrou
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
10 ---- Stories in Organizational R
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
Page 161 and 162:
12 ---- Group Methods of Organizati
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
13 ---- Participant Observation ---
Page 177 and 178:
Page 179 and 180:
Page 181 and 182:
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
15 ---- Critical Research and Analy
Page 203 and 204:
Page 205 and 206:
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
16 ---- Hermeneutic Understanding -
Page 215 and 216:
Page 217 and 218:
Page 219 and 220:
Page 221 and 222: 200 ---------- QUALITATIVE METHODS
Page 235 and 236: 18 ---- Talk-in-interaction/convers
Page 249 and 250: 19 ---- Attributional Coding ------
Page 263 and 264: 20 ---- Grounded Theory in Organiza
Page 267 and 268: Quote Code in open coding Concept T
Page 271: Table 20.2 Examples of open coding,
Page 277 and 278: 21 ---- Using Templates in the Them
Page 299 and 300: Table 22.1Matrix 1: descriptive sum
Page 301 and 302: Table 22.1 cont1.1 Analysis by colu
Page 303 and 304: Table 22.2DebbieAndrewMatrix 2: con
Page 305 and 306: Table 22.2cont.Allan Petrol scam Wa
Page 309 and 310: 23 ---- Preserving, Sharing and Reu
Page 323 and 324:
Page 325 and 326:
Page 327 and 328:
Page 329 and 330:
Page 331 and 332:
Page 333 and 334:
25 ---- Ethnography ---------------
Page 335 and 336:
Page 337 and 338:
Page 339 and 340:
Page 341 and 342:
Page 343 and 344:
Page 345 and 346:
Page 347 and 348:
Page 349 and 350:
Page 351 and 352:
Page 353 and 354:
Page 355 and 356:
27 ---- Soft Systems Analysis: Refl
Page 357 and 358:
Page 359 and 360:
Page 361 and 362:
Page 363 and 364:
Page 365 and 366:
Page 367 and 368:
Page 369 and 370:
Page 371 and 372:
Page 373 and 374:
Page 375 and 376:
Page 377 and 378:
Page 379 and 380:
Page 381 and 382:
Page 383 and 384:
Page 385 and 386:
Page 387 and 388:
Page 389 and 390:
Page 391 and 392:
Page 393 and 394:
30 ---- The Future Conference -----
Page 395 and 396:
Page 397 and 398:
Page 399 and 400:
Page 401 and 402:
Page 403 and 404:
Page 405 and 406:
Page 407 and 408:
386 ---------- INDEX --------------
Page 409:
388 ---------- INDEX --------------
show all

essential-guide-to-qualitative-in-organizational-research

Create successful ePaper yourself

Delete template?

Save as template?