Samenvatting
Summary Final Research Skills - Qualitative Track Strategic Management
- Vak
- Research Skills
- Instelling
- Tilburg University (UVT)
Part A Quantitative and Qualitative (2 lectures) Part B Qualitative (5 lectures)
[Meer zien]Voorbeeld 3 van de 11 pagina's
Voorbeeld 3 van de 11 pagina's
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Voorbeeld van de inhoud
Part A. Quantitative and QualitativeLecture 1
Research starting from theory, average situation, large population = deductive, quantitative/ testing research
(when small population, interviews are possible if in-dept information is needed)
Research where you start from practise, specific company situation = theory supportive inductive, qualitative /
theory building research (data can be both quantitative or qualitative).
Research proposal; structure and guide your research and assess the feasibility.
1. Problem identification (what and why interesting)
2. Problem statement “”
3. Research questions “”
4. Research design (how to conduct and why like this)
5. Data collection “”
6. (Data analysis) “”
7. Reliability and Validity “”
1. Problem identification (40% intro, 60% problem)
– Quantitive: topic, interesting (relevance/ urgency), objective, connection to theory
– Qualitative: practical problem, connection to theory
Theory to explain the relationship between two or more concepts or variables – the basis for the empirical part.
Contribute to the existing theory; study a known problem in a new context.
Mistakes:
(Practical) problem not described/ defined, no connection to theory, little information;
Too long introduction;
No problem is evident, personal opinions;
Definitions are not given to explain the concept.
2. Problem statement; central question you want to answer according to the research objective.
3. Research questions; about all the concepts in the conceptual model/ problem statement. One question about
the relation between the two concepts. Usually 3 to 5 questions.
4. Research design; argumentation and explanation of the research strategy, always literature and empirical part.
Mistakes:
Only about data collection; what steps to take, what data is needed to carry out these steps – write down
everything you are planning to undertake to conduct the research.
Remarks are too general; why is your research new/ unique – be specific.
5. Data collection; what data to collect, where and from who. Motivate decisions, get access to data and show
that the plan is feasible.
Mistake:
There is not enough data; how many respondents, what characteristics, what observations to make.
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Master Strategic Management | M. Nijskens
, Part A. Quantitative and Qualitative
Lecture 2
Conceptual research = no data, little concern about data collection/ analysis etc. Anecdotes or past findings may
be used for illustration.
Empirical research = use data, quantitative/ qualitative/ both (mixed methods). Formal and systematic methods
for data collection and analysis.
Theory; examine various phenomena (TCE, RBV, information asymmetry, equity/ agency/ social exchange theory, OLI)
Phenomenon; examine the same phenomena (strategic alliances, M&A, crowdfunding, reverse knowledge transfer, supply chain integration,
closed-loop supply chain).
Data.
Quantitative research Qualitative research
Data Numbers Text, audio, pictures etc.
Analysis Inferential statistics Interpretive or rhetorical
Purpose Statistical evidence to support or reject the Build a new theory, elaborate/ extend an existing
hypotheses you derived from theory theory, theory supportive inductive research
Sample Large size is a strength; analysis is always Small sample size; may choose to focus on
size some kind of average and ‘outliers’ should be ‘outliers’.
avoided or dealt with.
Approach Priori* set of core concepts/ constructs and Gioia approach; new concepts/ constructs emerge
find ways to measure them. from data
*
reasoning or knowledge which proceeds Eisenhardt approach: a priori specification of
from theoretical deduction rather than constructs, with the possibility of refining
observation or experience. constructs with data.
Mixed methods; one main strategy and one as an addition (interviews to clarify statistics, interview to find out key
variables to use in statistics, coding qualitative data and conduct simple statistical analysis).
Theory is a way of imposing a conceptual order on the empirical complexity of the phenomenal world. It helps to
organise our thoughts, generate coherent explanations and improve our predictions (simplify complex concepts).
One concept can be applied in more industries/ situations; guides your research.
Quantitative: theory guides towards the hypothesis.
Qualitative: theory supportive inductive research means you come with solutions, insights and if possible theory.
Primary data: collected by the researcher for own purpose (observation can be qualitative and quantitative)
Secondary data: existing data collected by another which might be relevant. Advantage: non-obtrusive.
Disadvantage: not collected for the purpose of your particular study. (can be qualitative and quantitative).
External sources – financial data; qualitative data; others: chamber of commerce
Internal sources – annual reports; company website; flyers; databases
Typical ways of thinking:
Antecedent-behaviour-consequence (ABC): gives you a good overview of the literature and will help you
clarify the position of your study relative to literature;
Trade-offs and countervailing forces: consider both benefits and costs involved in a choice or strategy;
The impact of X on Y may be transmitted through a mediator; causal process (qualitative/ quantitative).
Suppose X can in theory influence Y, through two mediators, then it is interesting to find out which
channel is more important.
The relationship between X and Y may depend on certain important contingencies/ moderators; influence
relationship (qualitative/ quantitative). It clarifies boundary conditions of a theory and reconciles past
conflicting findings. It can also combine mediator and moderating relations.
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Master Strategic Management | M. Nijskens
, Part B. Qualitative
Lecture 1 – Problem Definition (what and why)
Concept validity = connection between the theory and research.
Reliability = robustness of the research, need to get the same results
Problem identification; topic, interesting (relevance/ urgency), objective and connection to theory
1. Description of the empirical problem = phenomenon > (un)desired effect
Company language, broad to narrow, company and process description, symptoms of problem, almost no
literature.
2. Conceptualisation = concept 1 > concept 2
Results in conceptual model* and underlying theoretical concepts of the problems described in step 1.
Don’t talk about moderators/ mediators as you don’t know what they are – first observe.
*
describes concepts (instead of constructs), basis for theoretical framework, influences data collection/ analysis.
A good conceptual model leads you to articles about a similar problem (concept validity), to the right literature and
the right amount of literature.
Use both concepts for your search and use relevant journals. Very few or no articles? Try broader concepts,
alternatives or one of the concepts separately. Enormous amount? Narrow the concepts. Important is to look at the
journals that you find, because even suitable concepts don’t necessarily lead you to a suitable article.
Problem statement – generally prefer to use the practical relation to formulate the problem statement.
research questions – (1) concept 1, (2) practical problem 1, (3) relation conceptual model and (4) relation practical
problem. Twin questions: first is about theory and the second about practise (1-3-2-4 is correct).
Common structure for a deductive thesis:
1. Problem definition
2. Theoretical framework
3. Methodology
4. Results
5. Conclusions
Structure organisation-based research
1. Problem definition, brief introduction research
2. Answer to theoretical research question 1
3. Answer to theoretical research question 2
4. Methodology:
5. Introduction to company (combined)
6. Answer to empirical research question 1 (combined)
7. Answer to empirical research question 2
8. Conclusions and recommendations
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Master Strategic Management | M. Nijskens
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