The Utility of the Delphi Method in MFT Research

Dawson, Matt D.; Brucker, Penny S.

doi:10.1080/01926180126229

Cited by 37 publications

(18 citation statements)

References 17 publications

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“…It allows the grouping and subsequent analysis of the ideas of experts in order to gain a closer understanding of issues that would not be offered by other qualitative or quantitative studies. The reasons for conducting a study using the Delphi method have been summarised by Dawson and Brucker (2001) as firstly, there is no other group communication process than can elicit the same data; secondly, the researcher can identify and access the "experts" to discuss this problem; and finally, the researcher can forecast the type of results that may be obtained from these experts through the Delphi method (after Linstone and Turoff, 1975;Ziglio, 1996).…”

Section: Delphi Studiesmentioning

confidence: 99%

“…They had been chosen for their prominence in research, practice and as leaders of major industry bodies. Some were known by the author but all were chosen on the basis of their position and expertise, thus qualifying them as experts or oracles (Dawson and Brucker, 2001). The letter introduced the aim of the study, the research methodology and the commitment sought.…”

Section: Public Relations Research Prioritiesmentioning

confidence: 99%

“…It was developed by the Rand Corporation in the 1950s and 1960s to elicit expert opinions on future trends or directions in specific areas of study (Dawson and Brucker, 2001). It allows the grouping and subsequent analysis of the ideas of experts in order to gain a closer understanding of issues that would not be offered by other qualitative or quantitative studies.…”

Section: Delphi Studiesmentioning

confidence: 99%

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Public relations research priorities: a Delphi study

Watson

2008

Journal of Communication Management

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Purpose -The purpose of this paper is to identify and rank the most important topics for research in the field of public relations. An associated outcome was to propose the research questions most closely linked to the prioritised topics. Design/methodology/approach -An international Delphi study on the priorities for public relations research, conducted in 2007 amongst academics, practitioners and senior executives of professional and industry bodies was used to investigate expert opinion on research priorities for public relations. This choice of qualitative methodology replicated earlier studies by McElreath, White and Blamphin, Synnott and McKie, and Van Ruler et al. Findings -The role of public relations in the strategic operation of organisations, and the creation of value by public relations through social capital and relationships were ranked most highly. Some outcomes were comparable with earlier studies; for instance, evaluation of public relations programmes ranked third in this study and was amongst the leaders in the Synnott and McKie study. Only the topic "management of relationships" was wholly new, whereas "impact of technology on public relations practice and theory" ranked much lower than a decade ago. Research limitations/implications -The Delphi study method is a small scale qualitative process which limits generalisability, unless the choice of "experts" and their active participation can demonstrate that there is validity in its outcomes. Practical implications -The research gives valuable insight into the main public relations research areas and will allow academics and practitioners to work closely together to improve understanding of public relations. Originality/value -This is the first completed Delphi study into public relations research priorities since Synnott and McKie.

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Section: Delphi Studiesmentioning

confidence: 99%

Section: Public Relations Research Prioritiesmentioning

confidence: 99%

Section: Delphi Studiesmentioning

confidence: 99%

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Public relations research priorities: a Delphi study

Watson

2008

Journal of Communication Management

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“…Experts are defined as "a group of knowledgeable people: those who can provide relevant input to the process, have the highest authority possible, and are committed and interested" (Gutierrez, 1989, p.33). According to Adler and Ziglio (1996) and Dawson and Brucker (2001), experts ideally should satisfy the following requirements: have good knowledge and experience in the field of study, have the willingness to participate, are willing to spend sufficient time to participate, and have effective communication skills. There is no single sample size preference for Delphi studies (Chapman, 1998), but a size of between 5 to 15 experts is suggested in the literature for a homogeneous population such as in this research: people working in the finance function (Loo, 2002;Skulmoski, Hartman, & Krahn, 2007;Wang et al, 2016;Winklbauer, 2014).…”

Section: Panel Selection and Panel Sizementioning

confidence: 99%

Removing the barriers on the way to European high-performance finance functions

Waal

Bilstra²,

Roeck³

2019

Problems and Perspectives in Management

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One of the most important staff units in an organization is the finance function, as this function maintains the relations with all parts of the organization and operates at a management team level. Therefore, this function needs to transform itself into a high-performance finance function (HPFF). Unfortunately, finance functions encounter many barriers before they can start this transformation. In this article, the research question “What are the most important barriers which have to be dealt with in order for the finance function to start its transition to a high-performance finance function?’ is addressed. For this, a review of the professional literature (as no academic studies could be found on the topic), a small-scale survey among finance professionals, and Delphi research with 14 highly experienced finance experts were conducted. The results of the research were the following Top 10 of barriers of most important obstacles: 1) inefficient and not integrated business processes; 2) data not (yet) in order; 3) insufficient leadership and insufficient will to change; 4) no culture of change and improvement in the finance function; 5) inadequate ICT systems; 6) lack of buy-in from the business for the transformation; 7) insufficient knowledge in the finance function of the business; 8) not the right capacities/people/skills in the finance function; 9) insufficient/unclear business objectives and priorities; 10) business managers do not sufficiently manage the analyses and insights provided by the finance function.

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“…The Delphi participants were selected for their expertise in the field, as well as, "a related interest in the topic being examined and a willingness to commit and participate in the research study" (Gines-Rivera, 2010, p. 53). Selecting the experts to participate in the Delphi is regarded by many as the most important step of the process because of their influence on the strength of the study (Gines-Rivera, 2010; Hsu & Sandford, 2007;Yousuf, 2007a;Gordon & Pease, 2006;Okoli & Pawlowski, 2004;Dawson & Brucker, 2001). The panelists for the Delphi study were contacted via e-mail to obtain consent to participate in each round of iteration.…”

Section: Delphi Samplementioning

confidence: 99%

What skills do volunteer leaders need? A Delphi study

Morrison¹,

Greenhaw²

2018

Journal of Leadership Education

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Non-profit and volunteer-based organizations are tasked with meeting the needs of their communities with limited resources. Today, more than ever, these organizations are stretched to their limits increasing the workload for paid staff. Training volunteers to lead the volunteer efforts is one way to spread the workload throughout the organization. Although there are guidelines for leadership development in for-profit organizations, there is limited literature pertaining to specific competencies and skills volunteer leaders in nonprofit and volunteer-based organizations should possess. This study, employing Delphi methodology, was conducted with volunteer directors in the community to identify leadership competencies for volunteer leaders. At the conclusion of three rounds of iteration, 42 competencies were identified. Introduction/Literature Review Nonprofit volunteers and for-profit employees differ in their reasoning and motivation for engaging in their respective jobs (Boezeman & Ellemers, 2014; Cnaan & Cascio, 1999; Pearce, 1993). For this reason, leadership styles directed at for-profit organizations are not appropriate for nonprofit organizations (Farmer & Fedor, 2001). Moreover, the traditional single leader model is becoming less effective as the demands of nonprofit organizations increase. Small (2007) suggests "Traditionally, leadership theories have focused on vertical leadership, in which a person who has been appointed to a position of authority exerts downward influence on subordinates. However, appointed leaders are not the only ones who can demonstrate leadership behavior. In team situations, team members can exert influence on each other and share the leadership process." (p. 5) The transition toward team work structures, particularly in capacity-limited nonprofit organizations, can present a challenge in providing the leadership necessary to achieve organizational success. Volunteer-based organizations must identify ways to provide the requisite leadership for their volunteers to accomplish personal and organizational goals. "Volunteer leadership remains a vast untapped resource for nonprofits not only to expand capacity for service and volunteering but also to provide a strategy for addressing

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The Utility of the Delphi Method in MFT Research

Cited by 37 publications

References 17 publications

Public relations research priorities: a Delphi study

Public relations research priorities: a Delphi study

Removing the barriers on the way to European high-performance finance functions

What skills do volunteer leaders need? A Delphi study

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