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obtain several clues as to what factors might be operating in the current situation and how the problem might be solved. Picking the right cases for study, and understanding and correctly translating the dynamics to one‘s own situation, are critical for successful problem solving. It should be noted that case studies usually provide qualitative rather than quantitative data for analysis and interpretation.
However, the application of case study analysis to certain organizational issues is relatively easy. For example, a study of what contributes to the successful installa- tion of a good MIS system in organizations similar to the one that is planning to install it, and the practical application of that knowledge would be very functional.
Action Research
Action research is sometimes undertaken by consultants who want to initiate change processes in organizations. In other words, action research methodology is most appropriate while effecting planned changes. Here, the researcher begins with a problem that is already identified, and gathers relevant data to provide a tentative problem solution. This solution is then implemented, with the knowl- edge that there may be unintended consequences following such implementa- tion. The effects are then evaluated, defined, and diagnosed, and the research continues on an ongoing basis until the problem is fully resolved.
Thus, action research is a constantly evolving project with interplay among problem, solution, effects or consequences, and new solution. A sensible and realistic problem definition and creative ways of collecting data are critical to action research. An example of a situation where action research will be useful is given below.
Example 2.4 The vice president of CDS Co. wants to introduce a new system of bookkeeping that is likely to meet with some resistance from the Accounting Department.
Based on the past experience in the organization, the VP would like to seek a solution to the problem of employee resistance.
There are several other methods of obtaining data for research purposes, such as through focus groups, panels, observational studies, projective techniques, and interactive media, as we shall see in Chapter 10.
SUMMARY
In this chapter we obtained a general understanding of what constitutes scientific research and examined the hallmarks of scientific investigations. We also discussed, with examples, the steps involved in the hypothetico-deductive method of studying a problem in order to solve it. When managers realize the value of scientific investigation, they are able to understand and readily accept the need for ―good‖ research. This offers the opportunity to effectively solve complex problems encountered at the workplace. The manager also realizes that although organizational research cannot offer 100% accuracy in results, choices and trade-offs among the various criteria of scientific investigation can be made to obtain valid results for good decision making.
OTHER TYPES OF RESEARCH 37
In this chapter, we also briefly touched on case studies and action research. Several methods of collecting data and analyzing them for these types of research are discussed at length in Chapter 10.
Because modern technology has befriended the research process in a big way, in the next chapter we will broadly discuss some of the ways in which technology, and in par- ticular the Internet, facilitates exploration of the exciting, wide global world of research.
DISCUSSION QUESTIONS AND POINTS TO PONDER
1. Describe the hallmarks of scientific research.
2. What are the steps in hypothetico-deductive research? Explain them, using an example not in the book.
3. One hears the word research being mentioned by several groups such as research organizations, college and university professors, doctoral students, graduate assis- tants working for faculty, graduate and undergraduate students doing their term papers, research departments in industries, newspaper reporters, journalists, lawyers, doctors, and many other professionals and nonprofessionals. In the light of what you have learned in this chapter, which among the aforementioned groups of people do you think may be doing ―scientific‖ investigations in the areas of basic or applied research? Why?
4. Explain the processes of deduction and induction, giving an example of each.
5. If research in the management area cannot be 100% scientific, why bother to do it at all? Comment on this statement.
6. Critique the following research done in a service industry as to the extent to which it meets the hallmarks of scientific investigation discussed in this chapter.
The Friendly Telephone Company
Customer complaints were mounting, and letters of complaint detailing the prob- lems they experienced with the residential telephones lines were constantly pour- ing in at the Friendly Telephone Company. The company wanted to pinpoint the specific problems and take corrective action.
Researchers were called in, and they spoke to a number of customers, noting the nature of the specific problems they faced. Because the problem had to be attended to very quickly, they developed a theoretical base, collected relevant detailed infor- mation from a sample of 100 customers, and analyzed the data. The results promise to be fairly accurate with at least an 85% chance of success in problem solving. The researchers will make recommendations to the company based on the results of data analysis.
7. Strictly speaking, would case studies be considered as scientific research? Why or why not?
8. What is action research? Describe a specific situation where action research will be warranted.
9. Comment on the following situation.
38 SCIENTIFIC INVESTIGATION
The Dilemmas of Dorothy Dunning
Dorothy Dunning, Chief Production Manager, was on top of the world just 2 years ago. In her nontraditional job, she was cited to be the real backbone of the com- pany, and her performance was in no small measure responsible for the mergers the institution was contemplating with other well-known global corporations.
Of late though, the products of the company had to be recalled several times owing to safety concerns. Quality glitches and production delays also plagued the company.
To project a good image to consumers, Dunning developed a very reassuring web site and made sweeping changes in the manufacturing processes to enhance the qual- ity of the product, minimize defects, and enhance the efficiency of the workers.
A year after all these changes, the company continues to recall defective products!