HoW to traNsForm Qualitative data iNto meaNiNgFul QuaNtitative results ** abstract in proposing a procedure for transforming qualitative data into quantitative results, we address the manifold requests for discovery-oriented research in the business disciplines. We present a systematic classification of combined qualitative-quantitative research designs and argue in favor of the generalization model. We give guidelines for its implementation and provide a blueprint for systematically converting respondents' words into numbers that can be used for further (statistical) analyses. We delimit and discuss the stages of unitization, categorization, and coding. We also raise quality issues and propose relevant quality criteria in the transformation process. in particular, we suggest the intercoder consistency-matrix for determining the incisiveness of categories developed through content analysis. Finally, we demonstrate in an exemplary study how the blueprint can be applied and highlight the benefits of the proposed research design.Jel-Classification: M19.

Purpose The purpose of this paper is to analyze cross-national and cross-cultural similarities and differences in perceptions and conceptualizations of workplace bullying among human resource professionals (HRPs). Particular emphasis was given to what kind of behaviors are considered as bullying in different countries and what criteria interviewees use to decide whether a particular behavior is bullying or not. Design/methodology/approach HRPs in 13 different countries/regions (n=199), spanning all continents and all GLOBE cultural clusters (House et al., 2004), were interviewed and a qualitative content analysis was carried out. Findings Whereas interviewees across the different countries largely saw personal harassment and physical intimidation as bullying, work-related negative acts and social exclusion were construed very differently in the different countries. Repetition, negative effects on the target, intention to harm, and lack of a business case were decision criteria typically used by interviewees across the globe – other criteria varied by country. Practical implications The results help HRPs working in multinational organizations understand different perceptions of negative acts. Originality/value The findings point to the importance of cultural factors, such as power distance and performance orientation, and other contextual factors, such as economy and legislation for understanding varying conceptualizations of bullying.

One challenge for multinational organizations is to manage inter-organizational relationships with customers, collaborators, competitors, governments and other important stakeholder organizations. Negotiations can be seen as a process to manage interdependence and conflicts of interests between parties. As a result, negotiation analysis and theory provide a useful framework to analyze dynamics of relationship-and trust-building and hence are increasingly important for the understanding of inter-organizational relationships. This paper explores the set of strategies managers can implement in negotiations to establish relationships based on mutual understanding and trust in order to reach satisfactory agreements and manage inter-organizational dependencies and its associated threats.

In this paper, we study the effects of synchronous and asynchronous communication mode on electronic negotiations. By applying content analysis, we compare the negotiation processes of two e-negotiation simulations conducted in a synchronous and an asynchronous setting. Our results show significant differences in communication behaviour of subjects. Synchronous negotiation mode leads to less friendly, more affective, and more competitive negotiation behaviour. In the asynchronous communication mode, negotiators exchange more private and task-oriented information and are friendlier. These results suggest that negotiators in the asynchronous mode, who have more time to reflect, cool down and control emotions better while negotiators, who communicate synchronously engage more in emotional and competitive "hot" debates. In addition, negotiators in the asynchronous mode are more satisfied with the process and outcome of the negotiation. We conclude that de-individuation and escalating effects might be caused by communication mode rather than by the ability of the media to transmit social cues.