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Longitudinal Field Research on Change

Longitudinal Field Research on Change. Andrew M. Pettigrew, 1990. Purpose. Reveal the author's theory of method for conducting longitudinal field research on change In 1990, organizational research did not include much processual research on the what, why and how of organizations in action

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Longitudinal Field Research on Change

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  1. Longitudinal Field Research on Change Andrew M. Pettigrew, 1990

  2. Purpose • Reveal the author's theory of method for conducting longitudinal field research on change • In 1990, organizational research did not include much processual research on the what, why and how of organizations in action • Social sciences: some charting of longitudinal strategies

  3. Context and challenge • Lessons learned at Centre for Corporate Strategy and Change (University of Warwick) – major study on NHS using comparative case study method • CHALLENGE: link the content, contexts and processes of change over time to explain the differential achievement of change objectives

  4. Contextualism (S. Pepper, 1942) • Include both multilevel or vertical analysis and processual or horizontal analysis • Why? Current research on organization change: • Lacks temporal and contextual dimensions • Focuses on intricacies of narrow changes rather than holistic and dynamic analysis • Contextualist theory emphasizes: • Studying change in the context of changes at other levels of analysis • Importance of revealing temporal interconnectedness - a search to catch reality in flight • Considering context and action together

  5. Five major research strategy issues 1) What is time? • What is the meaning of time? • What does change mean? • When should you stop and start collecting data? • How can you judge outcomes in a change process? • Time is both a chronology and a social construct

  6. Choice of research sites What to look for: • Extreme situations and social dramas • Polar types and new patterns • High experience levels of the phenomena under study • Be informed. Increase the chance of gaining access. Do a low cost study of the key players in the sector first.

  7. Observation and Verification • The ideal fieldworker has the following skills: • Good listener • Adaptive • Unbiased • Socially and politically skilled • Writing and presentation

  8. Observation and Verification • Collect data which is processual (an emphasis on action as well as structure over time), comparative, pluralist, historical and contextual • Vary observation approach with interviews, documents, observation • Don’t go native! • Remember: research is reciprocal

  9. Research outputs, audience and presentation • Certain things must be crystal clear: • Achievable research outputs and their sequence • Intended audiences • This clarity is a crucial part of motivating research staff and respondents through extended periods of data collection and analysis • AKA – longitudinal research can be exhausting for both researchers and the host organization!

  10. Four levels of output • The case as analytical chronology (early days) • Case history characterized by temporal presentation • The diagnostic case • Add analysis of organization's current strategy concerns • The interpretative/theoretical case (years 2 & 3) • Link emerging conceptual ideas to stronger analytical themes • Link empirical findings to other published empirical data • Meta level analysis across cases (years 2 & 3) • Cross case analysis and link findings to wider body of literature • 1 and 2 keep motivation high for 3 and 4!

  11. Routes to reality • Big challenge: capturing the complexities of the real world and making sense of it • Death by data asphyxiation • “[N]o release from the overwhelming weight of information … the slow and inexorable sinking into the swimming pool which started so cool, clear and inviting and now has become a clinging mass of maple syrup.”

  12. Avoiding data asphyxiation • Be clear about research objectives • Be clear about the unit of analysis and study questions • Make explicit your theory of method and analytical framework • Identify analytic themes which cut across the data • Use techniques of data reduction • Make explicit the varieties and sequencing of research output

  13. Lessons for future researchers • Gathering and using highly sensitive information about long-term processes of strategic choice • Research is a craft, but researchers are also in the perspective business • Pseudonyms • Reciprocity • Free choice of participation • Tape recording with consent

  14. The host organization • Great demands placed on the host organization • Offer to run a "research in action” workshop • Forward all publications to the host prior to publication • Respect sensitive information • Major disagreements over interpretation are always a risk

  15. Managing researchers • Leadership and metalevel framework are critical • A policy-relevant research idea and a champion • Span disciplines to avoid myopia • Ideal group size 10-12 • Director: create a culture of high performance • Give attention to personal development of staff • Remember: publications can be delivered during and not just at the end of longitudinal work

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