Study: International business and languages (HvA, year 1)
Course: BR1
Book: Research Methods for Business; Sekaran, Uma S.
Summary Chapter 1/2/6/9/11/12/13/14
Summary chapter 1-13 Research Methods for Business: A Skill-Building Approach, 6th Edition
Summary Book, Research Method for Business, Chapters for BRT Exam
Samenvatting Business research techniques
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Schule, Studium & Fach
Hogeschool van Amsterdam (HvA)
International Business
Business Research 1
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Business Research Chapter 1
What is Research?
Research is the process of finding solutions to a problem after a thorough study
and analysis if the situational factors.
Business research is an organized, systematic, date-based, critical, objective,
inquiry or investigation into a specific problem, undertaken with the purpose of
finding answers or solutions to it. In essence, research provides the necessary
information that guides managers to make informed decisions to successfully
deal with problems.
Types of Business Research: Applied and Basic
Applied research is to solve a current problem faced by the manager in the
work setting, demanding a timely solution. = research done with the intention of
applying the results of the findings to solve a specific problem currently being
experiences in an organization. (It’s about a specific problem)
Basic research is to generate a body of knowledge by trying to comprehend
how certain problems occur in organizations can be solved. This is also called
Fundamental, or pure research. =research done chiefly to make a contribution
to existing knowledge. (Problems in general)
Why Managers Should Know About Research
A grasp of research methods enables managers to understand, predict, and
control their environment.
Being knowledgeable about research and research methods helps professional
managers to:
1. Identify and effectively solve minor problems in the work setting.
2. Know how to discriminate good from bad research.
3. Appreciate and be constantly aware of the multiple influences and multiple
effects of factors impinging on a situation.
4. Take calculated risks in decision making, knowing full well the probabilities
associated with the different possible outcomes.
5. Prevent possible vested interests from exercising their influence in a
situation.
6. Relate to hired researchers and consultants more effectively.
7. Combine experience with scientific knowledge while making decisions.
What Managers Should and Should Not Do in Order to Interact Most
Effectively With Researchers
While hiring researchers or consultants the manager should make sure that:
1. The roles and expectations of both parties are made explicit.
2. Relevant philosophies and value systems of the organization are clearly
stated and constraints, if any, are communicated.
3. A good rapport is established with the researchers, and between the
researchers and the employees in the organization, enabling the full
cooperation of the latter.
, Internal Versus External Researchers
Internal consultants/researchers are consultants of a research department
within a company. So the company has its own research department.
Advantages of internal consultants/researchers:
1. The internal teams stands a better chance of being readily accepted by the
employees in the subunit of the organization where research needs to be
done.
2. The team requires much less time to understand the structure, the
philosophy and climate, and the functioning and work systems of the
organization.
3. They are available to implement their recommendations after the research
findings have been accepted. This is very important because any ‘’bugs’’
in the implementation of the recommendations may be removed with their
help. They are also available to evaluate the effectiveness of the changes,
and to consider further changes if and when necessary.
4. The internal team might cost considerably less than an external team for
the department enlisting help in problem solving, because they will need
less time to understand the system due to their continuous involvement in
various units of the organization. For problems of low complexity, the
internal team would be ideal.
Disadvantages of internal consultants/researchers:
1. In view of their long tenure as internal consultants, the internal team may
quite possibly fall into stereotyped way of looking at the organization and
its problem. This inhibits any fresh ideas and perspectives that might be
needed to correct the problem. This is definitely a handicap for situations
in which weighty issues and complex problems are to be investigated.
2. There is scope for certain powerful coalitions in the organization to
influence the internal team to conceal, distort, or misrepresent certain
facts. In other words, certain vested interest could dominate, especially in
securing a sizable portion of the available scant resources.
3. There is also a possibility that even the most highly qualified internal
research teams are not perceived as ‘’experts’’ by the staff and
management, and hence their recommendations may not get the
consideration and attention they deserve.
4. Certain organizational biases of the internal research team might, in some
instances, make the findings less objective and consequently less
scientific.
Advantages of external consultants/researchers:
1. The external team can draw on a wealth of experience from having worked
with different types of organizations that have had the same or similar
types of problems. This wide range of experience enables them to think
both divergently and convergently rather than hurry to an instant solution
on the basis of the apparent facts in the situation. They are able to ponder
over several alternative ways of looking at the problem because of their
extensive problem-solving experience in various other organizational
setups. Having viewed the situation from several possible angles and
perspectives (divergently), they can critically asses each of these, discard
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