2012
DOI: 10.1504/ijmp.2012.048073
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Phenomenology as a method for exploring management practice

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Cited by 25 publications
(11 citation statements)
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“…The inductive approach taken here is consistent with the research goals of this study and with the predominant methodology and assumptions used in similar studies (e.g., Anosike et al, 2012). As per qualitative coding, the data and theory were consistently compared and contrasted throughout the data collection and analysis process (Boyatzis, 1998).…”
Section: Discussionmentioning
confidence: 88%
“…The inductive approach taken here is consistent with the research goals of this study and with the predominant methodology and assumptions used in similar studies (e.g., Anosike et al, 2012). As per qualitative coding, the data and theory were consistently compared and contrasted throughout the data collection and analysis process (Boyatzis, 1998).…”
Section: Discussionmentioning
confidence: 88%
“…This study employed a phenomenological-case study as the research design. The researchers choose phenomenological to understand life experiences about what people know, what people feel, and how people experience their world [8], [9]. We selected this approach to capture the unique experience so that we could better understand the context of the lifelong stress felt by blind male masseuse associated with their sexual assault experience.…”
Section: Methodsmentioning
confidence: 99%
“…Pure academic researchers can feel uncomfortable with the possibility of bias suggested by alignment with the profit-seeking motive of consultancy (Eden and Huxham, 1996;Coghlan and Coghlan, 2002;Gregory et al, 2007). The design of an action research project, which is embedded within the phenomenological research paradigm (Anosike et al, 2012), has to carefully navigate the risks associated with researcher-vested interests. When a fee or a salary is sponsored by the same organisation that wants a positive return on investment from a research project, the potential for vested interests to sway the outcomes appears increased.…”
Section: A Better Understanding Of Action Research In the Management mentioning
confidence: 99%
“…For instance, some of the larger action research projects in management have parallel seams of longitudinal data from which pseudo-positivist findings combine with other data to construct new knowledge (Kock et al, 1997;Azhar et al, 2010). Alternately, Anosike et al (2012) point out that descriptive phenomenological research praxis (see Giorgi, 1994;Giorgi, 2006) can be utilised alongside quantitative investigations of management phenomena.…”
Section: Forces Affecting the Ethics Quandarymentioning
confidence: 99%