CHAPTER 3 Research Methodology
3.4 Research Fieldwork
Good research should focus on diagnosis rather than prescription, which in this field can only reasonably be achieved through asking the right questions (Peters and Howard, 2001:598).
The methodology employed in this study, whilst being qualitative in nature, will also incorporate some quantitative analysis to support and emphasize certain arguments. The approach is one ofa case study of the company concerned. Yin (1994:9) states that a case study is useful when a "how or why" question is being asked about a contemporary set of events over which the investigator has little of no control. Typically case study research uses a variety of evidence from different sources, such as documents, artefacts, interviews
and observation, and this goes beyond the range of sources of evidence that might be available in historical study (Rowley, 2002:17).
In chapter one of the dissertation, the reader was introduced to Smiths Manufacturing and the perceived problem and objectives were discussed. In chapter two relevant, related literature was reviewed. The focus of the literature concerned would be in the first tier automotive componentry suppliers, more specifically in the heat exchangers and air- conditioning systems in the local (South African) as well as global markets. With this research being a case study, data was sourced by an extensive literature search of Smiths internal documentation. The second phase of the research being to interview key management people in order to assess and evaluate the company strategy. Available company documentation such as financial records as well as other supporting business related documentation will be used to assist in the evaluation phase of the research.
The researcher was able to draw on and evaluate a range of different types of literature sources comprising of academic and professional journal articles, books, and web-based resources. Web resources were easy to locate through simple searches in standard search engines. There were various internal company documents such as news letters, internal memorandum releases and benchmarking reports that provided pertinent organizational information which was utilised to develop the case study and triangulate some of the findings. Hussey and Hussey (1997:65) describe the case-study approach as an extensive examination of a single instance of a phenomenon of interest. Voss et al., (2002:195-219) note that case research has consistently been one of the most powerful research methods in operations management, particularly in the development of new theory. Informant bias has been a major criticism of qualitative research, but the triangulation of data helps to overcome this problem of bias. Additionally, the use of multiple sources of evidence assists in achieving construct validity in a qualitative research (Yin, 1994).
Unstructured and structured interviews were used to obtain data from key personnel in the organization. Though some good info was obtained from the informal interviews were of little use, but, the value was that they showed that the interview schedule was adequate and that it covered the key issues and had enough depth. Identification of the interviewees was mainly based on two key criteria. The first one being that the individuals had to be in senior managerial positions and the second one being that they should be closely involved in the
strategy formulation process. The unstructured interviews were informal discussions between the researcher and interviewees most taking place face to face though a few were conducted te1ephonically. These unstructured/informal interviews were part of a pre- research phase to ascertain the aptness of questions.
The structured interviews were conducted using an interview schedule (Appendix 2) where the researcher asked questions and notes were taken by the same whilst the respondents highlighted pertinent issues based on schedule. Saunders et ai., (2003:251) cite that an interview will undoubtedly be the most advantageous approach to attempt to obtain data in the following circumstances:
• Where there are a large number of questions to be answered;
• Where the questions are either complex or open-ended
• Where the order and logic of questioning may need to be varied
The pilot phase/initial phase of informal chats enabled researcher to decide on adequate and appropriate questions for the study. This interview schedule was tested by means of a trial run on various individuals to test to clarity of question, checking for ambiguity. The sample size consisted of twelve senior management level employees and ten of them were participants. As this is a qualitative research, it did not require the same amount of thoroughness of statistics as a quantitative study would require.
The schedule consisted of the details of the respondents, interview schedule, ethical considerations and several loosely structured interview questions that served as a means of gently probing for information about the research questions and objectives.
The interviews were predominantly carried out outside of working hours due to the busy work schedules of all concerned. In-depth interviewing is an expensive and time- consuming data collection technique relative to the quantitative methodologies (Tuten and Urban, 2001: 149-64). However, the use of in-depth interviews was considered an appropriate methodological vehicle given the goal of obtaining richness in data through a detailed and frank discussion with both the decision makers and role players. As this is a case study where records and internal documents are being used for most information
In particular, elite interviews were the main source of data collection because the purpose of the investigations was to probe the processes used by the managers and decision-makers in developing the strategy for the firm. The term "elite interview" is commonly used to refer to interviews of the managers and decision makers (King, 1994:14-36). The interview format was kept simple because this allowed flexibility and gave respondents scope to delineate their views freely.
Although the structured interviews were conducted usmg an interview schedule, respondents were allowed to expand, illustrate and digress. The interviewees were allowed to cover in their own words the areas they thought critical and important.
With the schedule servmg as a checklist, much of the information was given without prompting. More importantly, this tactic unearthed facets that would have been missing form a predetermined set of questions, giving credence to the methodology.
Figure 3.1 Simplified Organogram Used for Interviews:
(···:::::"fnferviewees···==::T··
~---~. ~: ---~
L.._ •...•••..••••• rr=======;t.
Quality Engineering Supplier Development & Audit
Mana er
DIRECTOR
Process Engineering
Manager Industrial Engineering (Cond/Rad/Htr Plant Manager
1
Source: Adapted from Smiths' internal organogram
Manufacturing Manager
x2
All key interviewees have a service record of ten years or more with the organization thus indicating a breadth of experience and surely they are in key positions to know about Smiths strategy etc. The organogram above depicts their positions. Moreover, the director of Heat Exchangers division, Mr Jean Esterhuizen had confirmed that all the management level employees do shape the formulation of the strategy. As an employee of the organization, the researcher had a close working relationship with the interviewees and care was taken to ensure their responses should not be influenced by this in any manner.
Riege (2003:77) contends that researchers and their investigated subjects are linked interactively, with the belief system of the researcher influencing the inquiry, which requires a dialogue between researcher and subject hence no objective or value-neutral knowledge exists, for all claims are relative to the values ofthe researcher.
Interviewees were advised that the research was for a master's degree and that it focused on company matters in the hope that any weak points and, or threats could be identified in order that the company (and the employer of all respondents) could ward off threats and address weaknesses. Interviewees were made aware of the fact that their comments would be treated confidentially and that they were free to withdraw from the project should they wish to. Interview elicitations proved to be a useful and insightful qualitative methodology and complemented the few quantitative methodologies employed elsewhere in the research.
In some cases, email proved to be an easy tool to gather information from key individuals in many instances. Emails afforded the interviewee time to respond when convenient.
Even though the researcher is an employee at the organization, there was no pressure from management to manipulate or adjust the findings of this research. As could be expected, competitors would not divulge any sensitive information out of fear that it might jeopardise and or compromise their market position and in the light of this they were excluded from the study. Information about competitors could have been obtained through known third party sources but from an ethical point of view, the researcher did not pursue such a course of action as that would have undermined the ethical position necessary for this work.
The use of multiple sources of evidence assists in achieving construct validity In a qualitative research (Yin, 1994). Therefore, during the research and interview process, all kinds of documents and records related to the firm's product or service developments were
accessed whenever possible. Such documents and archival records included letters, memoranda, minutes of meetings, proposals, progress reports, newsletters etc.