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

362 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––and perspectives (Benington and Hartley, 2003). Nonaka (1994) has suggested a ‘spiral’ ofknowledge creation based on social interaction loops within teams and organizations.There are a number of arguments for a co-production approach, such as co-research, indeveloping organizational theory. First, organizations are complex phenomena that requiresome ‘insider’ knowledge if they are to be navigated in ways to produce theory and knowledgewith high reliability and validity (Easterby-Smith and Malina, 1999). The size and complexityof many organizations means that a research study often requires help from individuals withinthe organization who can identify and locate appropriate informants for the study and whocan work with the researchers to translate the organizational phenomena into the conceptualcategories of the study (Buchanan et al., 1988).Second, academics are increasingly recognizing and analysing organizational complexity.The instability, flux and change of organizations means that ‘mono-method monopolies’(Martin, 1989) have to be replaced by multi-methods, including qualitative methods (see alsoLangley, 1999). Thus, there is a growing interest in collaborative research which reflects thistype of epistemology.CO-RESEARCH METHODOLOGY ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Co-research is a methodology based on inter-organizational collaboration between academicsand practitioners. It aims to establish a dialectical process of enquiry by drawing on thecomplementary, and sometimes conflicting perspectives, interests, skills and knowledge basesof both academics and practitioners. The research is designed and developed under the overalldirection of the academic team leader and deliberately uses insiders and outsiders, theoristsand practitioners, within the research team.It is particularly relevant where the research requires a case study design, which emphasizesthe study of organizational processes in context (Hartley, Chapter 26, this volume; Yin, 1994).Co-research employs a range of methods familiar to the social sciences, such as interviews,observation, questionnaires and analysis of documents.CO-RESEARCH ROLES IN THE RESEARCH TEAM ––––––––––––––––––––––––––––––––––––––––––––––––There are three different research roles within a co-research team: the academic, the hostofficer and the co-interviewer (see Figure 29.1). First, there is the academic, who takes overallresponsibility for the research and leads the research team. There may also be other academicsin the team. The academics contribute an initial conceptual framework and help to shape,develop and modify this with the whole co-research team. The academics also provideexpertise in research design and methods. Inevitably, the academics are ‘outsiders’ to theorganization which is being studied. The research leader manages the overall project, includingthe preparations for the study, the analysis and the writing up (though unlike some othercollaborative methodologies, the co-researchers are also expected to engage in all theseactivities).Second, there is the ‘host officer’ who is employed by the organization being researched.This person is in a relatively senior and generally corporate position. He or she arranges theinterviews (according to the research design) and also amasses the relevant organizational