The Use of Grounded Theory for the Qualitative Analysis of Organizational Behaviour

Turner, Barry

doi:10.1111/j.1467-6486.1983.tb00211.x

Cited by 172 publications

(109 citation statements)

References 7 publications

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“…The research methodology followed was that of grounded theory (Glaser and Strauss, 1967;Martin and Turner, 1986;Turner, 1983), with an aim of generating a descriptive and explanatory theory of the organizational changes associated with CASE tools rooted in the experiences of specific systems development operations. This approach has been effectively used in organizational research (Ancona, 1990;Elsbach and Sutton, 1992;Isabella, 1990;Kahn, 1990;Pettigrew, 1990;Sutton, 1987), and was adopted here for three primary reasons.…”

Section: Methodsmentioning

confidence: 99%

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

Orlikowski¹

2002

Qualitative Research in Information Systems

115

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This paper presents the findings of an empirical study into two organizations' experiences with the adoption and use of CASE tools over time. Using a grounded theory research approach, the study characterizes the organizations' experiences in terms of processes of incremental or radical organizational change. These findings are used to develop a theoretical framework for conceptualizing the organizational issues around the adoption and use of these tools--issues that have been largely missing from contemporary discussions of CASE tools. The paper thus has important implications for research and practice. Specifically, the framework and findings suggest that in order to account for the experiences and outcomes associated with CASE tools, researchers should consider the social context of systems development, the intentions and actions of key players, and the implementation process followed by the organization. Similarly, the paper suggests that practitioners will be better able to manage their organizations' experiences with CASE tools, if they understand that such implementations involve a process of organizational change over time, and not merely the installation of a new technology.ii

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Section: Methodsmentioning

confidence: 99%

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

Orlikowski¹

2002

Qualitative Research in Information Systems

115

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“…As put forward by Turner (1983), literature from documented material should be viewed equally the same as field notes. The same point was buttressed by Glacer (1998Glacer ( , 1992) who referred to documented literature as "everything is data" and Strauss and Corbin (1990) who asserted that a "cache of archival material" is equivalent to a collection of interviews and field notes.…”

Section: Methodsmentioning

confidence: 99%

When Global Expansion Meets Local Realities in Retailing: Carrefour's Glocal Strategies in Taiwan

Sibanda¹

2012

IJBM

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Prior studies suggest that the intersection of globalization and localization produces glocalization. Little research though has investigated the ways in which global retailers conduct this glocalization process from a strategy view point. To redress this gap, an investigation is made on how Carrefour as the research case study, has successfully glocalized its strategies in Taiwan. A triangulation approach consisting of interviews, document exploitation and observations were used to collect the data from multiple sources in this qualitative study. The study found that Carrefour glocalized their strategies to suit unique conditions in Taiwan such as Chinese culture, language, local competition and government policy. It is found that glocalization process can be traced in Carrefour's entry, expansion, position, sourcing, human resources development and promotion strategies. Based on the findings this study submits that Carrefour's glocal strategies in Taiwan might account for its success to some extent. Limitations of the study and suggestions for future research directions are provided.

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“…It allows the systematic identification of a set of conceptual categories and their interrelations which develop as the analysis continues. These emerging 'grounded' concepts, derived from the data, are then used as the basic building blocks of the growing theoretical understanding of the phenomenon under study [53]. The coding and categorizing process was facilitated by the use of the Decision Explorer software.…”

Section: Evaluating the Interventionmentioning

confidence: 99%

Understanding multi-methodology: Evaluating the perceived impact of mixing methods for group budgetary decisions

Franco

Lord

2011

Omega

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Citation: FRANCO, L.A. and LORD, E., 2011. Understanding multi-methodology: evaluating the perceived impact of mixing methods for group budgetary decisions. Omega-The International Journal of Management Science, 39 (3), pp. -372.Additional Information:• AbstractThis paper reports on the design and implementation of a multi-methodology intervention intended to support a budget prioritisation decision by a multi-organizational group tasked with tackling the problem of teenage pregnancy in an English borough. The intervention approach involved the combined use of cognitive/causal mapping and a multi-criteria decision analysis method to develop and prioritise a number of projects aimed at alleviating issues associated with teenage pregnancy. The paper describes and discusses the process of developing and applying the intervention approach, and provides an evaluation of its perceived impact by the client group. Drawing on the rich seam of data gathered over the course of our work with the multi-organisational group, we explore the varying degrees of impact that the mapping and multi-criteria evaluation methods achieved during and after the intervention. Analysis of the intervention data suggests that both methods were perceived to facilitate a different way of thinking and learning. In addition, we find that the mapping and multi-criteria evaluation methods successfully addressed participants' democratic and rational concerns. However, despite these reported positive effects, the full recommendations of the intervention were not implemented. An attempt is made to explain this outcome in terms of both, the multi-organisational context within which the intervention took place, and the nature of the group task. Directions for further research are then proposed.

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The Use of Grounded Theory for the Qualitative Analysis of Organizational Behaviour

Cited by 172 publications

References 7 publications

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development

When Global Expansion Meets Local Realities in Retailing: Carrefour's Glocal Strategies in Taiwan

Understanding multi-methodology: Evaluating the perceived impact of mixing methods for group budgetary decisions

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