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

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–––––––––––––––––––––––––––––––––––––––––––––––––––– USING DATA MATRICES –––––––––– 281(namely 3.2.1 incidents of theft) and therefore has a much greater degree of conceptualcoherency.THE DIFFERENCES BETWEEN MATRIX ANALYSIS AND TEMPLATE ANALYSIS ––––––––––––––––––––––Having stressed how complimentary the techniques of template analysis and matrix analysisare, it is worth commenting on their differences. Essentially they serve two different functionsand in the research example given, matrix analysis was used to augment the template analysisin the light of the difficulties faced in doing multi-site research. The emphasis of matrixanalysis is on data display and how this enhances the accessibility and interpretation of data.The final template itself was a large document and it would simply not be practical to presentit in its entirety. This would result in information overload both for the researcher (potentiallyobscuring the interpretation process), and the reader (potentially inhibiting accessibility orunderstanding). However, it was not necessary to construct a matrix for every category in thetemplate, with certain categories being simple enough to be presented as they were. Also, evenfor the categories that have been represented in a matrix, it would certainly be of great valueto go back to the template if more detail is required about a particular issue. This is certainlyrecommended for the examples of theft presented in matrix 2 where the reductionismnecessary to get the incidents into matrix format does not do justice to the depth and powerof each incident when read in their entirety. Thus, template analysis and matrix analysis canbe regarded as operating at different levels, the strengths of each technique compensating forthe weaknesses in the other (namely too much detail versus too little detail). The decision touse matrix analysis in the current example was ultimately driven by a desire to do justice tothe data and get the most out of it and reflects the complexity of doing multi-site research.ADVANTAGES AND DISADVANTAGES OF THE TECHNIQUE ––––––––––––––––––––––––––––––––––––––––As already stressed, one advantage of matrix analysis is providing accessibility to large amountsof qualitative data. It may also be preferred by those who are more ‘spatial’ in terms of theircognitive orientation and find it easier to work with information that is physically laid out infront of them on one page as opposed to being stored serially on numerous pages or on acomputer. One possible disadvantage of the techniques is that it is time consuming, especiallyif a template analysis alone may suffice. Hopefully such decisions about the suitability of matrixanalysis will be based on methodological considerations rather than practical restrictions. Itmay also prove difficult to present a large matrix on one page such that all the informationcan be viewed at once. Whilst this can be overcome in the research stage simply by gettinglarger pieces of paper, the problem comes when attempting to present the matrix in say,academic papers or, indeed, in volumes such as this one! The solution preferred by Miles andHuberman is for their book to be A4 size. One final concern about matrix analysis is that itis too reductionist. However, the authors feel that these charges can be avoided if matrixanalysis is dovetailed with template analysis, thus establishing a clear audit trail and enablingissues to be followed up in greater detail. Indeed this is one of the strengths of the techniquein that it allows insights to emerge which had not previously been identified, which thennecessitates going back to the template to explore these in more detail. This may result in
Table 22.2DebbieAndrewMatrix 2: contract violation – incidents of theftWhat does Emotional Impact on otherAct Reaction Description it violate Rationale for action response employeesEmployee caughtstealing frompurses of fellowemployees.Employee tookmoney from the tillas a ‘sub’ and laterdenied having it.Instant dismissal.‘Get your coat andleave’.Challenged theemployee anddismissed her onthe grounds ofbreach of formalcontract. Otherpractitioners wereinformed about herconduct.Debbie caught theemployee in the act;the employee wasdismissed immediatelyand no further actionwas taken.Andrew had identifieda ‘series of untruths’ –a pattern of behavioursconcerning bogusmedical complaints.She was thereforeconsidereduntrustworthy. She’dhad subs from herwages before but onthis occasion took themoney without asking.Basic expectationof honesty.Trust. In breach offormal contract.Violatedexpectation ofreciprocaltreatment.‘That’s something Idon’t abide. Ifsomeone had come tome and said DebbieI’ve got no money, I’vegot problems then I’dsort them out’.Reasonable man: ‘ifonly she’d asked, “I’mapproachable’’.’Reciprocity: ‘ I don’ttreat people like thatand it shocks me.’ Itwas a good excuse toget rid of her. ‘It wasgood to feel that therest of the staff wereon my side’.‘Just go’.‘Disappointed . . .taken for a mug’, hedescribes being‘shaken’ and‘shocked’. ‘I don’t treatpeople that way and itshocks me whensomebody lets youdown like that’. Hedescribes his statewhen telling her shewas being sacked: ‘Iwas shaking.. I couldhardly speak, I wasthat upset about it’.None described.The other staff didn’ttrust her: ‘It wasn’tadding up for them. Theyknew it wasn’t true’. Itwas a colleague whosplit on her and the restof his staff were verysupportive of his actions.282 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––
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ESSENTIAL GUIDE TO QUALITATIVE METH
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This book is dedicated to our child
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viii ---------- CONTENTS ----------
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Notes on ContributorsJohn Benington
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AcknowledgementsIt has been 10 year
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9 ---- Qualitative Research Diaries
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