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

328 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––to structure the study to avoid the twin dangers of being overwhelmed by data and beingdrawn into narrative at the expense of theory-building (Gomm et al., 2000). Because the casestudy strategy is ideally suited to exploration of issues in depth and following leads into newareas or new constructions of theory, the theoretical framework at the beginning may not bethe same one that survives to the end.Stake (1995) argues that the research issues may evolve over time, but need to be organizedaround a small number of research questions. They may be quite simple but generally focuson ‘how’ and ‘why’ questions (namely, processes). They may vary according to how muchthey are focused on issues recognized in the literature and how much they reflect issues asexperienced by the case study participants. Skilled researchers will link the latter issues to awider literature by the end of the case study.COLLECTING SYSTEMATIC DATA ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Given the variety of sources of data potentially available to the researcher – documents,observation, interviews, attendance at meetings – and the variety of people who might besuitable informants for the research, how do you start?The first strategy might well be to get a general overview of the structure and functioningof the organization. This might consist of half a dozen ‘orientation’ interviews in which theresearcher learns something of the history and present functioning of the organization.Obtaining an organization chart (if available) is useful in ensuring that you are aware of thework of the principal departments. Mapping external partnerships and stakeholders can beimportant. It can be valuable to be ‘walked round’ the organization following the workflowand observing the work being undertaken. In this way you can map out where you think theprincipal sources of data are likely to be. You will probably also gain an idea of when are thebest (and worst) times and occasions on which to talk to people and this will help you planyour work.Having gained an overview, you can plan out the people and the groups you want to talkwith/observe and the research methods you want to use. Yin (1994) argues that it is helpfulto prepare for data collection by setting up a research protocol. This makes explicit the theoriesbeing tested, the propositions being explored, the data to be collected, through whichmethods and with which informants, over what time period, and with what sampling oforganizational events and meetings.The use of the research protocol will be helpful in ensuring that you look for multipleinformants and evidence. The protocol may be tentative in that the strategy may be modifiedin line with new sources of information or new constructs developed in the course of theresearch. However, the emphasis, despite flexibility and opportunity, is to develop researchevidence systematically. This includes an emphasis on multiple and triangulated methodswhere possible: is the theory supported by evidence gained in different ways, from differentgroups, in different situations or with different researchers in the research team? The search,as with all systematic inquiry, is for a broad array of evidence which looks for and takes intoaccount disconfirming as well as confirming data. Checking evidence includes ensuring thatplausible alternative explanations for the data are dealt with systematically, not dismissed asinconvenient.The data collected need to be systematic rather than ad hoc. It is useful to ask yourself