Promoting research access and informant rapport in corporate settings: Notes from research on a crisis company

Scandinavian Journal of Management

Volumn 13, Issue 4, 1997, Pages 407-418

  Laurila, Juha ^a  

^a NONE

Author keywords

Corporate settings; Informant rapport; Management research; Research access

Indexed keywords

EID: 0031521397     PISSN: 09565221     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0956-5221(97)00026-2     Document Type: Article

References (42)

1. Alderfer, C. P. and Smith, K. K. (1982) Studying intergroup relations embedded in organizations. Administrative Science Quarterly 27, 35-65.
2. Barley, S. R. (1990) Images of imaging: notes on doing longitudinal field work. Organization Science 1, 220-247.
3. Bernard, H. R. (1994) Research Methods in Anthropology: Qualitative and Quantitative Approaches. Sage, Thousand Oaks, CA.
4. Buchanan, D. A. (1993) Recruitment mode as a factor effecting informant response in organizational research. Journal of Management Studies 30, 297-313.
5. Burgelman, R. A. (1994) Fading memories: a process theory of strategic business exit in dynamic environments. Administrative Science Quarterly 39, 24-56.
6. Child, J. and Smith, C. (1987) The context and process of organizational transformation: Cadbury limited in its sector. Journal of Management Studies 24, 565-593.
7. Coleman, S. (1996) Obstacles and opportunities in access to professional work organizations for long-term fieldwork: the case of Japanese laboratories. Human Organization 55. 334-343.
8. Dalton, M. (1959) Men Who Manage. Wiley, New York.
9. Danzger, M. H. (1982) The use of newspapers. In Qualitative Methods, R. Smith and P. Manning, pp. 197-218. Ballinger, Cambridge, MA.
10. Dean, J. P., Eichorn, R. L. and Dean, L. R. (1967) Fruitful informants in intensive interviewing. In An Introduction to Social Research, 2nd edn, ed. J. Doby, pp. 284-286. Appleton-Century-Crofts, New York.
11. Dyer, W. G. and Wilkins, A. L. (1991) Better stories, not better constructs, to generate a better theory: a rejoinder to Eisenhardt. Academy of Management Review 16, 613-619.
12. Eisenhardt, K. M. (1989) Building theories from case study research. Academy of Management Review 14, 532-550.
13. Gamson, J. (1995) Stopping the spin and becoming a prop: fieldwork on Hollywood elites. In Studying Elites Using Qualitative Methods, eds R. Hertz and J. B. Imber, pp. 83-93. Sage, London.
14. Glaser, B. L. and Strauss, A. L. (1967) The Discovery of Grounded Theory: Strategies for Qualitative Research. Aldine, New York.
15. Golden, B. R. (1992) The past is past - or is it? The use of retrospective accounts as indicators of past strategy. Academy of Management Review 35, 848-860.
16. Gouldner, A. (1954) Patterns of Industrial Bureaucracy. Free Press, New York.
17. Greenwood, D. J., W. F. Whyte and Harkavy, I. (1993) Participatory action research as a process and as a goal. Human Relations 76, 175-192.
18. Hammersley, M. and Atkinson, P. (1983) Ethnography: Principles in Practice. Routledge, London.
19. Hirsch, P. M. (1995) Tales from the field: learning from researchers's accounts. In Studying Elites Using Qualitative Methods, eds R. Hertz and J.B. Imber, pp. 72-79. Sage, London.
20. Hoffman, J. E. (1980) Problems of access in the study of social elites and boards of directors, In Fieldwork Experience: Qualitative Approaches to Social Research, eds. W. B. Shaffir, R. A. Stebbins and A. Turowetz. St Martin's Press, New York.
21. Jackall, R. (1988) Moral Mazes: The World of Corporate Managers. Oxford University Press, New York.
22. Jermier, J., Slocum, J., Fry, L. and Gaines, J. (1991) Organizational subcultures in a soft bureaucracy: resistance behind the myth and facade of an official culture. Organization Science 2, 170-194.
23. Kotter, J. P. (1982) The General Managers. Free Press, New York.
24. Kumar, N., Stern, L. W. and Anderson, J. C. (1993) Conducting interorganizational research using key informants. Academy of Management Journal 36, 1633-1651.
25. Laurila, J. (1989) The Evolution of Personnel Functions in the Multi-Divisional Corporation (in Finnish). Helsinki School of Economics, Helsinki.
26. Laurila, J. (1995) Social Movements in Management. Helsinki School of Economics, Helsinki.
27. Laurila, J. (1997a) The thin line between advanced and conventional new technology: a case study on paper industry management. Journal of Management Studies 34, 219-239.
28. Laurila, J. (1997b) Discontinuous technological change as a trigger for temporary reconciliation of managerial subcultures: a case study of a Finnish paper industry company. In Cultural Complexity in Organizations, ed. S. Sackmann, pp. 252-272. Sage, Thousand Oaks, CA.
29. Lee, A. S. (1989) Case studies as natural experiments. Human Relations 42, 117-137.
30. Lee, R. M. (1993) Doing Research on Sensitive Topics. Sage, London.
31. Leonard-Barton, D. (1990) A dual methodology for case studies: synergistic use of longitudinal single site with replicated multiple sites. Organization Science 1, 248-266.
32. Mintzberg, H. (1973) The Nature of Managerial Work. Harper and Row, New York.
33. Molotch, H. and Lester, M. (1974) News as purposive behavior: on the strategic use of events, accidents and scandals. American Sociological Review 39, 101-112.
34. Pettigrew, A. M. The Politics of Organizational Decision Making. Tavistock, London.
35. Pettigrew, A. M. (1990) Longitudinal field research on change: theory and practice. Organization Science 1, 267-292.
36. Pettigrew, A. M. and McNulty, T. (1995) Power and influence in and around the boardroom. Human Relations 48, 845-873.
37. Schwenk, C. (1985) The use of participant recollection in modeling organizational decision processes. Academy of Management Review 10, 496-503.
38. Thomas, R. J. (1993) Interviewing important people in big companies. Journal of Contemporary Ethnography 22, 80-96.
39. Tsoukas, H. (1989) The validity of idiographic research explanations. Academy of Management Review 14, 551-561.
40. Useem, M. (1995) Reaching corporate executives. In Studying Elites Using Qualitative Methods, eds R. Hertz and J. B. Imber, pp. 18-39. Sage, London.
41. Wax, R. (1952) Reciprocity as a field technique. Human Organization 36, 34-37.
42. Yeager, P. C. and Kram, K. E. (1990) Fielding hot topics in cool settings: the study of corporate ethics. Qualitative Sociology 13, 127-148.