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Summary Business research techniques
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By: maryamalhaleeq93 • 7 year ago
By: Jammieeeee • 9 year ago
Gives a brief summary of the entire book t / m chapter 14. The book continues until chapter 18. I also think that it is too general and not deeply examine the topic.
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SUMMARY BUSINESS RESEARCH TECHNIQUESBy Frank Brouwers
1
, Chapter 1: Introduction to research
Research: The process of finding solutions to a problem after a thorough study
and analysis of the situational factors.
Business research: An organized, systematic, data-based, critical, objective,
inquiry or investigation into a specific problem, undertaken with the purpose of
finding answers or solutions to it.
Quantitative data: Gathered through structured questions
Qualitative data: In the form of words as generated from the broad questions to
smaller questions in interviews, or from responses to open-ended questions in a
questionnaire, or throught observation, or from already available information
gathered from previous sources such as the internet)
Some commonly researched areas in business: Performance, absenteeism,
turnover, job satisfaction, loyalty, product life cycle, product image, banking
strategies, cash flow accounting, tax audits and so on.
Research can be undertaken for two different purposes.
1. Applied research
To solve a current problem faced by the manager in the work setting,
demanding a timely solution. (e.g. a product may not be selling well and
the manager might want to find the reasons for this in order to take
corrective action. (Specifically on a certain problem.)
2. Basis,fundamental or pure research.
To generate a body of knowledge by trying to comprehend how certain
problems that occur in organizations can be solved. (To contribute to
existing knowledge, more academic.)
Managers and researchers
As a manager it is important to know about research and researchers, even if you
will not conduct it by yourself, it helps you in evaluating other research done for
your company. The following seven advantages are shown in the book.
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 calculate 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.
2
, 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.
Internal versus external consultants/researchers
A company can have it’s own research team (R&D) for example. There are
upsides and downsides of having your own research-team available.
Advantages of internal consultants/researchers
1. The internal team 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 systems due to their continuous involvement with 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 a stereotyped way of looking at the organization and its
problems. 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 interests 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 internet 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.
3
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