The Electronic Journal of Business Research Methods provides perspectives on topics relevant to research in the field of business and management
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Journal Issue
Volume 8 Issue 2, ECRM Special Issue Part 1 / Dec 2010  pp63‑162

Editor: Ann Brown, David Douglas, Marian Carcary, Jose Esteves

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A Grounded Case of Enterprise Acquisition  pp63‑72

David Douglas

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Contextual Sensitivity in Grounded Theory: The Role of Pilot Studies  pp73‑84

Miguel Baptista Nunes et al

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Looking for Clues about Quality: A Multilevel Mixed Design on Quality Management in Greek Universities  pp85‑94

Antigoni Papadimitriou

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The Application of Mixed Methods in Organisational Research: A Literature Review  pp95‑105

Jose Molina Azorin, Roslyn Cameron

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Subtextual Phenomenology: A Methodology for Valid, First‑Person Research  pp106‑118

Jocene Vallack

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Using Focus Groups in Studies of ISD Team Behaviour  pp119‑131

Colm O’hEocha, Kieran Conboy, Xiaofeng Wang

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Identification and Motivation of Participants for Luxury Consumer Surveys  pp132‑145

Klaus Heine

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Seizing the Opportunity: Using Availability Samples in Policy Programs for Creating Relevance in Broader Contexts  pp146‑155

Lien Beck et al

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Taking Stock of Research methods in Strategy as practice  pp156‑162

Ramya T Venkateswaran, Ganesh N Prabhu

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Strategy‑as‑practice research provides understanding of a complex phenomenon in language rich and holistic process terms, rather than statistically significant but limited variance terms. It requires mapping individual and organisational activities in the process of strategizing. This article assesses four research issues in strategy‑as‑practice research and their impact in advancing this field: challenges in bounding the scope of the research question, issues with the unit of analysis, difficulties in defining the dependent variable of outcomes and finally the challenge in specifying a particular level of analysis, all of which present complexities in the design of data collection. We suggest two broad alternative approaches that have the potential to push the frontiers of methodology to greater rigour in strategy as practice research. First, quantification methods that can capture practice can be a valuable tool, a paradigm that has been ignored in much of strategy‑as‑practice research. Second, better process data may be revealed by organizations that voluntarily initiates a consultation process with a researcher as it benefits by doing so, so we suggest that clinical research methods, that include such intervention, provide better understanding of the phenomena of strategizing. We make a case for why these methods must for acceptability in strategy‑as‑practice research. 


Keywords: strategy-as-practice, research methods, strategy research, clinical research, review


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