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The Use Of Grounded Theory For The Qualitative Analysis Of Organizational Behaviour

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  • Barry A. Turner

Abstract

Qualitative social research generates large amounts of non‐standard data which make analysis problematic. This discussion advocates the use of grounded theory as a way of handling these problems. The approach is illustrated, in the context of organizational research, by three cases of grounded theoretical analyses: (a) a study of face‐to‐face interaction in a hospital between nurses and patients’ relatives; (b) a field‐study based on the complex organizational interrelationships associated with small batch production manufacturing; and (c) a documentary‐based analysis of the organizational pre‐conditions of large‐scale accidents. The discussion of the cases stresses the manner in which the qualitative data collected were manipulated in order to give them theoretical shape.

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  • Barry A. Turner, 1983. "The Use Of Grounded Theory For The Qualitative Analysis Of Organizational Behaviour," Journal of Management Studies, Wiley Blackwell, vol. 20(3), pages 333-348, July.
    • Handle: RePEc:bla:jomstd:v:20:y:1983:i:3:p:333-348
    DOI: 10.1111/j.1467-6486.1983.tb00211.x
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    Cited by:

    1. Dawn Russell & Kusumal Ruamsook & Violeta Roso, 2022. "Managing supply chain uncertainty by building flexibility in container port capacity: a logistics triad perspective and the COVID-19 case," Maritime Economics & Logistics, Palgrave Macmillan;International Association of Maritime Economists (IAME), vol. 24(1), pages 92-113, March.
    2. Hertog, Friso den, 2002. "Learning by Doing Organization Research: Inside Views from a Dutch Nephew," Research Memorandum 043, Maastricht University, Maastricht Economic Research Institute on Innovation and Technology (MERIT).
    3. Elaine O'Brien & Carol Linehan, 2014. "A Balancing Act: Emotional Challenges in the HR Role," Journal of Management Studies, Wiley Blackwell, vol. 51(8), pages 1257-1285, December.
    4. Franco, L. Alberto & Lord, Ewan, 2011. "Understanding multi-methodology: Evaluating the perceived impact of mixing methods for group budgetary decisions," Omega, Elsevier, vol. 39(3), pages 362-372, June.
    5. Sunduramurthy, Chamu & Zheng, Congcong & Musteen, Martina & Francis, John & Rhyne, Lawrence, 2016. "Doing more with less, systematically? Bricolage and ingenieuring in successful social ventures," Journal of World Business, Elsevier, vol. 51(5), pages 855-870.
    6. repec:dau:papers:123456789/2506 is not listed on IDEAS
    7. Lehmann, Hans & Gallupe, Brent, 2005. "Information systems for multinational enterprises--some factors at work in their design and implementation," Journal of International Management, Elsevier, vol. 11(2), pages 163-186, June.
    8. Seema Saini & Indrajit Goswami, 2019. "A Preliminary Study to Understand Leadership Style of Senior Teachers Through Their Perceptions and Contexts in Formal Schools in Mumbai," SAGE Open, , vol. 9(2), pages 21582440198, May.
    9. Lionel Garreau & Rodrigo Bandeira-De-Mello, 2008. "Possibilités et pièges liés à l'utilisation des logiciels dans le processus d'analyse au travers de la théorie enracinée," Post-Print halshs-00339851, HAL.
    10. L. Alberto Franco, 2008. "Facilitating Collaboration with Problem Structuring Methods: A Case Study of an Inter-Organisational Construction Partnership," Group Decision and Negotiation, Springer, vol. 17(4), pages 267-286, July.
    11. Kenneth Pettersen Gould, 2021. "Organizational Risk: “Muddling Through” 40 Years of Research," Risk Analysis, John Wiley & Sons, vol. 41(3), pages 456-465, March.
    12. Carol Linehan & Elaine O’Brien, 2017. "From Tell-Tale Signs to Irreconcilable Struggles: The Value of Emotion in Exploring the Ethical Dilemmas of Human Resource Professionals," Journal of Business Ethics, Springer, vol. 141(4), pages 763-777, April.

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