PurposeThis paper seeks to examine two management doctoral research projects to highlight the advantages in mixed methods as the primary research design.Design/methodology/approachThis paper summarises the methods of data collection and analysis which were used by two doctoral students in their management research. The researchers used mixed methods approaches (quantitative and qualitative) to explore different areas of management.FindingsThe paper supports the view that triangulation of research methods strengthens the findings and inferences made for understanding social phenomena in more depth, compared to using a single method.Research limitations/implicationsThe paper relies excessively on two doctoral research projects which utilise sequential mixed methods. Therefore, arguments made in the paper are specific because other doctoral projects that have used different methods from those employed in the two projects were not considered.Practical implicationsEarly researchers, in particular students commencing doctorate studies, should apply mixed methods research because it develops skills in the two most dominant data collection methods used in management research. This paper is a practical guide on how this could be done effectively.Originality/valueThe paper is drawn from two unique doctoral research projects. The paper's originality and value is in providing experiences and practical insights on how mixed methods research is undertaken.

Purpose -The purpose of this paper is to provide a linkage between strategic alliance practice and managerial cognitive base with a view to understanding alliance dynamics better. Design/methodology/approach -After presenting a strategic alliance model, the paper reviews analysis of reasons for alliance formation, choice of partners, alliance structure and scope and alliance performance. Literature on managerial characteristics is also explored with a view to provide an approach to researching strategic alliances. Findings -Brings together two streams of management literature (cognitive base and strategic alliances) in order to provide an alternative to understanding strategic alliances. The analysis found that ever since the work of Hambrick and Mason, Upper echelon (UE) linking managerial characteristics to strategic choice have persistently overlooked strategic alliances as strategic options worth consideration. While on the other hand only a handful of strategic alliance researchers have paid lip-service to the UE perspective.Research limitations/implications -The paper cannot claim to have evaluated all the literature on the subject. A claim regarding lack of linkages between the two streams of research is made only in the context of accessed publications. Practical implications -The paper identifies opportunities for further research that links managerial cognitive base with diverse strategic alliance practices. Borrowing from the work of Carpenter et al. the paper further identify possibilities for further research that links top management teams characteristics to strategic alliance research which also has not been researched before. Originality/value -The paper uses well-established and researched management fields to identify gaps in the literature which could be further explored. To this end, the paper's originality and value is within identification of these gaps in the management literature.

No abstract

No abstract

PurposeThe paper aims to identify perceived critical managerial factors (PCMFs) affecting the performance of SMEs, show the direction and extent of relationship between PCMFs and firm characteristics, and forward some research and policy implications.Design/methodology/approachThe paper uses a survey questionnaire to collect data on SMEs' perceptions of the degree of impact of selected managerial issues on their performance. The data were factor analyzed (principal component analysis), purified (Varimax rotation) and validated for reliability (Cronbach's α values) to identify the PCMFs. Both descriptive and inferential statistics were used to present and analyze the data.FindingsThe paper identifies and ranks four PCMFs affecting the performance of SMEs in a developing African economy. Important relationships are found between PCMFs and firm characteristics, and among the PCMFs themselves. The paper forwards some research and policy implications.Research limitations/implicationsThe paper shows the need to replicate the study in other places to see whether the findings remain consistent. Although based on a mixed sample and limited to examination of perceptions rather than actual problems, the findings are highly relevant in designing business support initiatives and training programmes for SMEs.Practical implicationsFuture research should develop a framework for conceptualizing and operationalizing the managerial construct in the context of SMEs. Small business support providers, policy makers and practitioners should identify, prioritize and customize the most influential managerial problems in designing entrepreneurial training and assistance programmes.Originality/valueResearch in the study of PCMFs in SMEs in developing African economies is scarce and lacking. The findings in this paper serve as an addition to the existing limited research output in the area. Moreover, the study adopted a systematic approach to identify, factor analyze, test and validate the measurement instrument for the managerial construct.