Editorial Essay Pratt, Michael G.; Kaplan, Sarah; Whittington, Richard
Administrative science quarterly,
03/2020, Letnik:
65, Številka:
1
Journal Article
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Management journals are currently responding to challenges raised by the “replication crisis” in experimental social psychology, leading to new standards for transparency. These approaches are ...spilling over to qualitative research in unhelpful and potentially even dangerous ways. Advocates for transparency in qualitative research mistakenly couple it with replication. Tying transparency tightly to replication is deeply troublesome for qualitative research, where replication misses the point of what the work seeks to accomplish. We suggest that transparency advocates conflate replication with trustworthiness. We challenge this conflation on both ontological and methodological grounds, and we offer alternatives for how to (and how not to) think about trustworthiness in qualitative research. Management journals need to tackle the core issues raised by this tumult over transparency by identifying solutions for enhanced trustworthiness that recognize the unique strengths and considerations of different methodological approaches in our field.
Qualitative research is great for addressing "how" questions -- rather than "how many"; for understanding the world from the perspective of those studied (i.e., informants); and for examining and ...articulating processes. Moreover, qualitative research can be either inductive or deductive or, in very rare circumstances, a combination of both. Finally, it is possible to analyze qualitative data quantitatively. There are two major perilous paths that will limit an author's ability to publish her or his qualitative research: lack of balance between theory and data, and making qualitative research appear quantitative. Some tips on writing a qualitative research include: 1. Make sure your methods section includes "the basics." 2. Show data -- in a smart fashion. 3. Think about using organizing figures. 4. Think about telling a story. 5. Consider "modeling" someone whose style you like who consistently publishes qualitative work.
Leveraging insights gained through a burgeoning research literature over the past 28 years, this paper presents a significant revision of the model of creativity and innovation in organizations ...published in Research in Organizational Behavior in 1988. This update focuses primarily on the individual-level psychological processes implicated in creativity that have been illuminated by recent research, and highlights organizational work environment influences on those processes. We revisit basic assumptions underlying the 1988 model, modify certain components and causal connections, and introduce four new constructs into the model: (1) a sense of progress in creative idea development; (2) the meaningfulness of the work to those carrying it out; (3) affect; and (4) synergistic extrinsic motivation. Throughout, we propose ways in which the components underlying individual and team creativity can both influence and be influenced by organizational factors crucial to innovation.
Although the rising popularity of methodological templates has yielded an increasing interest in qualitative research, we discuss how the misuse of methodological templates can diminish the quality ...of research. As an alternative, we propose methodological bricolage as an organizing metaphor for how to do qualitative methods, which involves the combining of analytic moves for the purpose of solving a problem or problems tailored to one’s own research project. To develop a methodological bricolage approach, we draw on our own research as well as a broader set of qualitative research articles to illustrate how authors arrange various methodological moves to create an effective arrangement that communicates trustworthiness. We outline the benefits of methodological bricolage and some cautions in using this approach.
We review and reconceptualize "intuition," defining intuitions as affectively charged judgments that arise through rapid, nonconscious, and holistic associations. In doing so, we delineate intuition ...from other decision-making approaches (e.g., insight, rational). We also develop a model and propositions that incorporate the role of domain knowledge, implicit and explicit learning, and task characteristics on intuition effectiveness. We close by suggesting directions for future research on intuition and its applications to managerial decision making.
Focusing on the post-bankruptcy reactions of former Lehman Brothers' bankers, we build a model of organizational mourning that depicts the thoughts, feelings, and actions of individual members ...dealing with the loss of their organization. We argue that organizational mourning is a process comprised of five interrelated phases, namely: (1) "experiencing the death event," (2) "remembering the organization," (3) "assessing loss," (4) "salvaging: evaluate and restore," and (5) "creating continuity and detaching." Our empirical case suggests that at its core, organizational mourning involves both holding on and letting go of a defunct organization. Understanding how former members mourn is crucial to appreciate how they may ultimately find continuity after an organizational death, including how they enact their subsequent career paths. We conclude by discussing implications for theory of our research-notably, for literatures on post-death organizing, and personal mourning-as well as implications for practice.
A study of qualitative researchers who have submitted and/or published their research in top-tier North American organizational and management journals reveals the evaluative criteria-in-use at these ...journals. Specifically, when asked to take the perspective of an (a) author, (b) evaluator (reviewer or editor), and (c) judge of the comparisons between qualitative and quantitative research, three publication tensions were evident. The author offers the metaphor of ``fitting a round peg into an oval hole'' as a means of capturing these tensions and as a vehicle for organizing the various ways these tensions can be managed.
The Hidden Side of Trust Pratt, Michael G.; Lepisto, Douglas A.; Dane, Erik
Administrative science quarterly,
06/2019, Letnik:
64, Številka:
2
Journal Article
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Some occupations and organizations rely heavily on trust, as their members’ roles involve risk and are interdependent. Trust can emerge from two sources: knowledge or evidence that is meaningful in ...that context, which has been studied extensively in the literature on trust, and faith, which has not. Through a multi-phase, largely inductive study of firefighters in the United States, we explore processes that facilitate and maintain leaps of faith. These processes are critical to trust under high uncertainty, when direct experience in a task domain is chronically limited, as is the case in our context because very few calls coming into a fire station are fire related. We suggest that leaps of faith are initiated and perpetuated through two sets of dynamics: supporting and sustaining. Supporting dynamics, such as telling stories about fighting fires, evoke domain-relevant standards that are applied to weak, non-domain-specific evidence, such as how routine tasks are performed at the fire station, to help members feel a sense of certainty about whom to trust. Sustaining dynamics both limit the impact of new evidence about trustworthiness and bolster one’s sense of certainty surrounding existing evidence. These two sets of dynamics, embedded in broader task and occupational conditions, act together as a largely closed system that allows trustors to be at peace with the uncertainty surrounding trust assessments—they make leaps of faith possible by increasing certainty and inhibiting doubt. Our study helps address key questions in both psychological and sociological treatments of trust, exploring an enigmatic phenomenon core to the concept of trust but rarely examined.
Through a six-year qualitative study of medical residents, we build theory about professional identity construction. We found that identity construction was triggered by work-identity integrity ...violations: an experienced mismatch between what physicians did and who they were. These violations were resolved through identity customization processes (enriching, patching, or splinting), which were part of interrelated identity and work learning cycles. Implications of our findings (e.g., for member identification) for both theory and practice are discussed.
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