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Reengineering Health CareThe Complexities of Organizational Transformation$
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Terry McNulty and Ewan Ferlie

Print publication date: 2004

Print ISBN-13: 9780199269075

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199269075.001.0001

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Organizational Process Research: Research Style and Methods

Organizational Process Research: Research Style and Methods

Chapter:
(p.77) 4 Organizational Process Research: Research Style and Methods
Source:
Reengineering Health Care
Author(s):

Terry McNulty

Ewan Ferlie

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199269075.003.0004

This chapter presents the methodological issues associated with the process research approach used in this study. The what questions were explored by a project at ScHARR. The study requires qualitative approaches to study the why and how questions using analyses of comparative and longitudinal case studies to establish patterns evident within a grouping of organizations. In this perspective, organizations are seen as complex and open systems where there are no causal laws but behaviour is not totally random. This section presents a list of the possible indicators of validity since validity cannot easily be determined in qualitative analyses. The next section draws attention to the weaknesses of management research regarding the absence of a methodological base, how it is viewed as a disconnection from a more theoretic base, and that it cannot build a cumulative body of knowledge. The study makes use of 144 semi-structured interviews, observational data, and archival data.

Keywords:   qualitative method, methodological base, theoretic base, validity, management research

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