Elaboration, Generalization, Triangulation, and Interpretation: On Enhancing the Value of Mixed Method Research

Organizational Research Methods

Volumn 20, Issue 2, 2017, Pages 193-223

  Gibson, Cristina B ^a  

^a UNIVERSITY OF WESTERN AUSTRALIA   (Australia)

Author keywords

methodological review; mixed methods; research design

Indexed keywords

EID: 85013278389     PISSN: 10944281     EISSN: 15527425     Source Type: Journal    
DOI: 10.1177/1094428116639133     Document Type: Article

References (122)

1. Abrahamson E., Hambrick D. C., (1997). Attentional homogeneity in industries: The effect of discretion. Journal of Organizational Behavior, 18, 513–532.
2. Alise M., Teddlie C., (2010). A continuation of the paradigm wars? Prevalence rates of methodological approaches across the social/behavioral sciences. Journal of Mixed Methods Research, 4, 103–126.
3. *Almandoz J., (2012). Arriving at the starting line: The impact of community and financial logics on new banking ventures. Academy of Management Journal, 53(6), 1381–1406.
4. *Almandoz J., (2014) Founding teams as carriers of competing logics: When institutional forces predict banks’ risk exposure. Administrative Science Quarterly, 59(3), 442–473.
5. Association to Advance Collegiate Schools of Business. (2012). Impact of research: A guide for business schools. Retrieved from http://www.aacsb.edu/∼/media/AACSB/Publications/research-reports/impact-of-research-exploratory-study.ashx
6. Australian Research Council. (2015). Research impact and principals and framework. Retrieved from http://www.arc.gov.au/general/impact.htm
7. *Autio E., Dahlander L., Fredericksen L., (2013). Information exposure, opportunity evaluation, and entrepreneurial action: An investigation of an online user community. Academy of Management Journal, 56(5), 1348–1371.
8. *Barley S. R., Meyerson D. E., Grodal S., (2011). E-mail as a source and symbol of stress. Organization Science, 22(4), 887–906.
9. *Battilana J., Casciaro T., (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381–398.
10. *Bendersky C., Hays N. A., (2012). Status conflict in groups. Organization Science, 23(2), 323–340.
11. *Benner M. J., (2010). Securities analysts and incumbent response to radical technological change: Evidence from digital photography and internet telephony. Organization Science, 21(1), 42–62.
12. *Berg J. M., Grant A. M., Johnson V., (2010). When callings are calling: Crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 21(5), 973–994.
13. Bergh D. d., Perry J., Hanke R., (2006). Some predictors of SMJ article impact. Strategic Management Journal, 23, 359–366.
14. Bernard H. R., Killworth P., Kronenfeld D., Sailor L., (1985). The problem of informant accuracy: The validity of retrospective data. Annual Review of Anthropology, 13(1), 495–517.
15. *Bezrukova K., Jehn K. A., Zanutto E. L., Thatcher S. M., (2009). Do workgroup faultlines help or hurt? A moderated model of faultlines, team identification, and group performance. Organization Science, 20(1), 35–50.
16. Bezrukova K., Spell C. S., Perry J., (2010). Coping with injustice: Faultlines and mental health in diverse workgroups. Personnel Psychology, 63, 727–759.
17. *Bezrukova K., Thatcher S., Jehn K. A., Spell C. S., (2012). The effects of alignments: Examining group faultlines, organizational cultures, and performance. Journal of Applied Psychology, 97(1), 77.
18. *Bidwell M., (2010). Problems deciding: How the structure of make-or-buy decisions leads to transaction misalignment. Organization Science, 21(2), 362–379.
19. *Bingham C. B., Davis J. P., (2012). Learning sequences: Their existence, effect, and evolution. Academy of Management Journal, 55(3), 611–641.
20. *Bresman H., (2010). External learning activities and team performance: A multimethod field study. Organization Science, 21(1), 81–96.
21. *Bresman H., Zellmer-Bruhn M., (2013). The structural context of team learning: Effects of organizational and team structure on internal and external learning. Organization Science, 24(4), 1120–1139.
22. Bryk A., Raudenbush S. W., (1992). Hierarchical linear models for social and behavioral research: Applications and data analysis methods. Newbury Park, CA: Sage.
23. *Cameron A. F., Webster J., (2011). Relational outcomes of multicommunicating: Integrating incivility and social exchange perspectives. Organization Science, 22(3), 754–771.
24. Campbell D. T., Fiske D., (1959). Convergent and discriminant validation by the multitrait-multimethod matrix. Psychological Bulletin, 56(2), 81–105.
25. Cannon M., Edmondson A.C., (2001). Confronting failure: Antecedents and consequences of shared beliefs about failure in organizational work groups. Journal of Organizational Behavior, 22, 161–177.
26. *Capron L., Mitchell W., (2009). Selection capability: How capability gaps and internal social frictions affect internal and external strategic renewal. Organization Science, 20(2), 294–312.
27. Casciaro T., Barsade S. G., Edmondson A. E., Gibson C. B., Krackhardt D., Labianca G., (2015). The integration of psychological and network perspectives in organizational scholarship. Organization Science. Advance online publication. http://dx.doi.org/10.1287/orsc.2015.0988
28. *Castel P., Friedberg E., (2010). Institutional change as an interactive process: The case of the modernization of the French cancer centers. Organization Science, 21(2), 311–330.
29. *Chen X. P., Yao X., Kotha S., (2009). Entrepreneur passion and preparedness in business plan presentations: a persuasion analysis of venture capitalists’ funding decisions. Academy of Management Journal, 52(1), 199–214.
30. Conlon D. E., Morgeson F. P., McNamara G., Wiseman R. M., Skilton P. F., (2006). Examining the and role of special issue and regular articles in the field of management. Academy of Management Journal, 49, 857–872.
31. Cooper R., Law J., (1995). Organization: Distal and proximal view. In Bacharach S. B., Gagliardi P., Mundell B., (Eds.), Research in the sociology of organizations: Studies of organizations in the European tradition (pp. 275–301). Greenwich, CT: JAI Press.
32. Corley K. G., Gioia D. A., (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49, 173–208.
33. Creswell J., (2003). Research design: Qualitative, quantitative and mixed method approaches (2nd ed.). Thousand Oaks, CA: Sage.
34. Creswell J. W., Plano Clark V. L., (2011). Designing and conducting mixed methods research (2nd ed.). Thousand Oaks, CA: Sage.
35. *Dahlander L., Frederiksen L., (2012). The core and cosmopolitans: A relational view of innovation in user communities. Organization Science, 23(4), 988–1007.
36. *Davis J. P., Eisenhardt K. M., (2011). Rotating leadership and collaborative innovation recombination processes in symbiotic relationships. Administrative Science Quarterly, 56(2), 159–201.
37. *Dencker J. C., (2009). Relative bargaining power, corporate restructuring, and managerial incentives. Administrative Science Quarterly, 54(3), 453–485.
38. *Detert J. R., Burris E. R., Harrison D. A., Martin S. R., (2014). Voice flows to and around leaders: Understanding when units are helped or hurt by employee voice. Administrative Science Quarterly, 58(4), 624–688.
39. *Detert J. R., Edmondson A. C., (2011). Implicit voice theories: Taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54(3), 461–488.
40. Economic and Science Research Council. (2015). What is impact? Retrieved from http://www.esrc.ac.uk/research/evaluation-and-impact/what-is-impact/
41. Edmondson A. C., McManus S. E., (2007). Methodological fit in management field research. Academy of Management Review, 32(4), 1155–1179.
42. *Eggers J. P., (2012). Falling flat failed technologies and investment under uncertainty. Administrative Science Quarterly, 57(1), 47–80.
43. Families and Work Institute. (1992). 1992 national study of the changing workforce. New York, New York: Author.
44. *Fu P. P., Tsui A. S., Liu J., Li L., (2010). Pursuit of whose happiness? Executive leaders’ transformational behaviors and personal values. Administrative Science Quarterly, 55, 222–254.
45. *Funk R. J., Hirschman D., (2014). Derivatives and deregulation: Financial innovation and the demise of Glass-Steagall. Administrative Science Quarterly, 59(4), 669–704.
46. *Gardner H. K., (2012). Performance pressure as a double-edged sword enhancing team motivation but undermining the use of team knowledge. Administrative Science Quarterly, 57(1), 1–46.
47. *Gibson C. B., Gibbs J. L., Stanko T. L., Tesluk P., Cohen S. G., (2011). Including the “I” in virtuality and modern job design: Extending the job characteristics model to include the moderating effect of individual experiences of electronic dependence and copresence. Organization Science, 22(6), 1481–1499.
48. Gibson C. B., McDaniel D., Szkudlarek B., (2012). Tales from the (multicultural) field: Toward developing research conducive to proximal theory building. In Ryan A. M., Oswald F. L., Leong F. T. L., (Eds.), Conducting multinational research projects in organizational psychology: Challenges and opportunities (pp. 9–27). Washington, DC: American Psychological Association.
49. Gibson C. B., Zellmer-Bruhn M. E., (2001). Metaphors and meaning: An intercultural analysis of the concept of teamwork. Administrative Science Quarterly, 46, 274–303.
50. *Gittell J. H., Seidner R., Wimbush J., (2010). A relational model of how high-performance work systems work. Organization Science, 21(2), 490–506.
51. Glaser B., Strauss A., (1967). The discovery of grounded theory: Strategies for qualitative research. New York, NY: De Gruyter.
52. *Gong Y., Huang J. C., Farh J. L., (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765–778.
53. *Grant A., Berg J. M., Cable D. M., (2014). Job titles as identity badges: How self-reflective titles can reduce emotional exhaustion. Academy of Management Journal, 57(4), 1201–1225.
54. Greene J., Caracelli V., Graham W., (1989). Toward a conceptual framework for mixed method evaluation designs. Educational Evaluation and Policy Analysis, 11, 255–274.
55. *Haas M. R., Park S., (2010). To share or not to share? Professional norms, reference groups, and information withholding among life scientists. Organization Science, 21(4), 873–891.
56. *Hannah S. T., Balthazard P. A., Waldman D. A., Jennings P. L., Thatcher R. W., (2013). The psychological and neurological bases of leader self-complexity and effects on adaptive decision-making. Journal of Applied Psychology, 98(3), 393.
57. *Heimeriks K. H., Schijven M., Gates S., (2012). Manifestations of higher-order routines: The underlying mechanisms of deliberate learning in the context of postacquisition integration. Academy of Management Journal, 55(3), 703–726.
58. *Hudson B. A., Okhuysen G. A., (2009). Not with a ten-foot pole: Core stigma, stigma transfer, and improbable persistence of men’s bathhouses. Organization Science, 20(1), 134–153.
59. Hurmerinta-Peltomaki L., Nummela N., (2006). Mixed methods in international business research: A value-added perspective. Management International Review, 46, 439–454.
60. *Hwang H., Powell W. W., (2009). The rationalization of charity: The influences of professionalism in the nonprofit sector. Administrative Science Quarterly, 54(2), 268–298.
61. Jick T. D., (1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24(4), 602–611.
62. Jobson J. D., (1992). Applied multivariate data analysis. Volume II: Categorical and multivariate methods. New York, NY: Springer-Verlag.
63. Johnson B., Christensen L., (2004). Educational research: Quantitative, qualitative and mixed methods approaches (2nd ed.). Boston, MA: Pearson.
64. Johnson B., Onwuegbuzie A., Turner L., (2007). Toward a definition of mixed methods research. Journal of Mixed Methods Research, 1, 112–133.
65. Judge T. A., Cable D. M., Colbert A. E., Rynes S. L., (2007). What causes a management article to be cited: Article, author, or journal? Academy of Management Journal, 50, 491–506.
66. Kabanoff B., (1997). Computers can read as well as count: Computer-aided text analysis in organizational research. Journal of Organizational Behavior, 18, 507–511.
67. *Keil T., McGrath R. G., Tukiainen T., (2009). Gems from the ashes: Capability creation and transformation in internal corporate venturing. Organization Science, 20(3), 601–620.
68. *Kistruck G., Sutter C., Lount R., Smith B., (2013). Mitigating principal-agent problems in base-of-the-pyramid markets: An identity spillover perspective. Academy of Management Journal, 56, 659–682.
69. Krackhardt D., (2010). Social networks. In Levine J. M., Hogg M. A., (Eds.), Encyclopedia of group processes & intergroup relations (pp. 817–821). Thousand Oaks, CA: Sage.
70. *Lavie D., Drori I., (2012). Collaborating for knowledge creation and application: The case of nanotechnology research programs. Organization Science, 23(3), 704–724.
71. Lincoln Y. S., Guba E. G., (1985). Naturalistic inquiry. Beverly Hills, CA: Sage.
72. Lofland J., Lofland L. H., (1984). Analyzing social settings: A guide to qualitative observation and analysis. Belmont, CA: Wadsworth.
73. Maslach C., Jackson S. E., (1981). The measurement of experienced burnout. Journal of Occupational Behavior, 2(2), 99–113.
74. McDaniel D., Gibson C. B., (2012). Emergent ideas in emerging markets: The process of discovery in organizational research. In Wang C. L., Ketchen D., Jr.Bergh D. D., (Eds.), West meets East: Building theoretical bridges (Research Methodology in Strategy and Management, Vol. 8, pp. 39–59). Bingley, UK: Emerald Press.
75. *McDermott G. A., Corredoira R. A., Kruse G., (2009). Public-private institutions as catalysts of upgrading in emerging market societies. Academy of Management Journal, 52(6), 1270–1296.
76. *McKendrick D. G., Hannan M. T., (2014). Oppositional identities and resource partitioning: Distillery ownership in Scotch Whisky, 1826-2009. Organization Science, 25(4), 1272–1286.
77. *Meyer R. E., Höllerer M. A., (2010). Meaning structures in a contested issue field: A topographic map of shareholder value in Austria. Academy of Management Journal, 53(6), 1241–1262.
78. Molina-Azorin J. F., (2012). Mixed methods research in strategic management: Impact and applications. Organizational Research Methods, 15, 33–56.
79. *Murmann J. P., (2013). The coevolution of industries and important features of their environments. Organization Science, 24(1), 58–78.
80. *Nag R., Gioia D. A., (2012). From common to uncommon knowledge: Foundations of firm-specific use of knowledge as a resource. Academy of Management Journal, 55(2), 421–457.
81. *Navis C., Glynn M. A., (2010). How new market categories emerge: Temporal dynamics of legitimacy, identity, and entrepreneurship in satellite radio, 1990-2005. Administrative Science Quarterly, 55(3), 439–471.
82. Newman J. M., Cooper E., (1993). Determinants of academic recognition: The case of Journal of Applied Psychology. Journal of Applied Psychology, 78, 518–526.
83. *Obloj T., Sengul M., (2012). Incentive life-cycles learning and the division of value in firms. Administrative Science Quarterly, 57(2), 305–347.
84. *Park S. H., Westphal J. D., Stern I., (2011). Set up for a fall the insidious effects of flattery and opinion conformity toward corporate leaders. Administrative Science Quarterly, 56(2), 257–302.
85. Pearsall M. J., Ellis A. P. J., Stein J. H., (2009). Coping with challenges and hindrance stressors in teams: Behavioral, cognitive and affective outcomes Organizational Behavior and Human Decision Processes, 109, 18–28.
86. *Perkins S. E., (2014). When does prior experience pay? Institutional experience and the multinational corporation. Administrative Science Quarterly, 59(1), 145–181.
87. Raudenbush S. W., Bryk A. S., Cheong Y., Congdon R. T., (2000). HLM5: Hierarchical linear and non-linear modeling. Chicago, IL: Scientific Software International.
88. *Roth P. L., Buster M. A., Bobko P., (2011). Updating the trainability tests literature on Black-White subgroup differences and reconsidering criterion-related validity. Journal of Applied Psychology, 96(1), 34.
89. *Rothbard N. P., Wilk S. L., (2011). Waking up on the right or wrong side of the bed: Start-of-workday mood, work events, employee affect, and performance. Academy of Management Journal, 54(5), 959–980.
90. *Salvato C., (2009). Capabilities unveiled. The role of ordinary activities in the evolution of product development processes. Organization Science, 20(2), 384–409.
91. SCImago. (2007). SJR: SCImago journal & country rank. Retrieved from http://www.scimagojr.com
92. Shadish W. R., Tolliver D., Gray M., Sengupta S. K., (1995). Author judgments about works they cite. Social Studies of Science, 25, 477–498.
93. Sharma S., (1996). Applied multivariate techniques. New York, NY: Wiley.
94. *Shipilov A. V., (2009). Firm scope experience, historic multimarket contact with partners, centrality, and the relationship between structural holes and performance. Organization Science, 20(1), 85–106.
95. *Shipilov A. V., Li S. X., (2012). The missing link: The effect of customers on the formation of relationships among producers in the multiplex triads. Organization Science, 23(2), 472–491.
96. *Sonenshein S., DeCelles K. A., Dutton J. E., (2014). It’s not easy being green: The role of self-evaluations in explaining support of environmental issues. Academy of Management Journal, 57(1), 7–37.
97. *Sosa M. E., (2011). Where do creative interactions come from? The role of tie content and social networks. Organization Science, 22(1), 1–21.
98. *Stan M., Vermeulen F., (2013). Selection at the gate: Difficult cases, spillovers, and organizational learning. Organization Science, 24(3), 796–812.
99. Starbuck W., (2010). What makes a paper influential and frequently cited? Journal of Management Studies, 47, 1394–1404.
100. Strauss A., Corbin J., (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.). Thousand Oaks, CA: Sage.
101. *Strauss K., Griffin M. A., Parker S. K., (2012). Future work selves: How salient hoped-for identities motivate proactive career behaviors. Journal of Applied Psychology, 97(3), 580–598.
102. Stremersch S., Verniers I., Verhoef P. C., (2007). The quest for citations: Drivers of article impact. Journal of Marketing, 71, 171–193.
103. Tashakkori A., Teddlie C., (1998). Mixed methodology: Combining qualitative and quantitative approaches. Thousand Oaks, CA: Sage.
104. Tashakkori A., Teddlie C., (Eds.). (2003). Handbook of mixed methods in social & behavioral research. Thousand Oaks, CA: Sage.
105. Tashakkori A., Teddlie C., (Eds.). (2010). Handbook of mixed methods in social & behavioral research. (2nd ed.). Thousand Oaks, CA: Sage.
106. Teddlie C., Tashakkori A., (2009). Foundations of mixed methods research. Integrating quantitative and qualitative approaches in the social and behavioral sciences. Thousand Oaks, CA: Sage.
107. Thatcher S. M. B., Jehn K. A., Zanutto E., (2003). Cracks in diversity research: The effects of faultlines on conflict and performance. Group Decision and Negotiation, 12, 217–241.
108. Thomson Reuters. (2015). Journal citation report. Retrieved from http://thomsonreuters.com/en/products-services/scholarly-scientific-research/research-management-and-evaluation/journal-citation-reports.html
109. *Tilcsik A., (2014). Imprint-environment fit and performance: How organizational munificence at the time of hire affects subsequent job performance. Administrative Science Quarterly, 59(4), 639–668.
110. *Toegel G., Kilduff M., Anand N., (2013). Emotion helping by managers: An emergent understanding of discrepant role expectations and outcomes. Academy of Management Journal, 56(2), 334–357.
111. *Trapido D., (2013). Dual signals: How competition makes or breaks interfirm social ties. Organization Science, 24(2), 498–512.
112. *Tripsas M., (2009). Technology, identity, and inertia through the lens of “The Digital Photography Company.” Organization Science, 20(2), 441–460.
113. *Vaara E., Monin P., (2010). A recursive perspective on discursive legitimation and organizational action in mergers and acquisitions. Organization Science, 21(1), 3–22.
114. Van Maanen J., (1979). The fact of fiction in organizational ethnography. Administrative Science Quarterly, 24, 539–550.
115. Van Maanen J., (1988). Tales of the field: On writing ethnography. Chicago, IL: University of Chicago Press.
116. *Vergne J. P., (2012). Stigmatized categories and public disapproval of organizations: A mixed methods study of the global arms industry (1996-2007). Academy of Management Journal, 55(5), 1027–1052.
117. *Vissa B., (2012). Agency in action: Entrepreneurs’ networking style and initiation of economic exchange. Organization Science, 23(2), 492–510.
118. *Von Nordenflycht A., (2011). Firm size and industry structure under human capital intensity: Insights from the evolution of the global advertising industry. Organization Science, 22(1), 141–157.
119. *Voss G. B., Voss Z. G., (2013). Strategic ambidexterity in small and medium-sized enterprises: Implementing exploration and exploitation in product and market domains. Organization Science, 24(5), 1459–1477.
120. *Walker D. D., van Jaarsveld D. D., Skarlicki D. P., (2014). Exploring the effects of individual customer incivility encounters on employee incivility: The moderating roles of entity (in) civility and negative affectivity. Journal of Applied Psychology, 99(1), 151.
121. *Zaheer A., Soda G., (2009). Network evolution: The origins of structural holes. Administrative Science Quarterly, 54(1), 1–31.
122. *Zohar D., Polachek T., (2014). Discourse-based intervention for modifying supervisory communication as leverage for safety climate and performance improvement: A randomized field study. Journal of Applied Psychology, 99(1), 113.