Collaborative Research Design: Working with Business for Meaningful Results

Foreword
Interaction Between Business Research and Business Practice: Collaboration or Arm’s Length?
Acknowledgment
Contents
Part I: Introductory Remarks
	Chapter 1: Doing Quality Collaborative Research with Business
		1.1 Introduction
		1.2 Background: Methods for Creating Scientific Knowledge
		1.3 Moving Beyond the Traditional: Evolution of Methodological Underpinnings
		1.4 The Foundation Premises of Method Choice
		1.5 The Impact of Research Stance on Research Outcomes
		1.6 Modes of Research Design
		1.7 Overview of the Volume
		References
Part II: Research Models and Processes
	Chapter 2: A Framework for Undertaking Conceptual and Empirical Research
		2.1 Introduction
		2.2 A Research Process Framework: The Conceptual and Empirical Research Model
		2.3 Layer 1: Ultimate Presumptions
		2.4 The CER Model’s Ultimate Presumptions
			2.4.1 Differentiated Time Perspectives
			2.4.2 Path Dependency
			2.4.3 Eclectic Approach
		2.5 Layer 2: Abductive Logic
		2.6 Layer 3: Research Design
		2.7 Concluding Remarks and Future Perspectives
		References
	Chapter 3: Theory Building Using Abductive Search Strategies
		3.1 Introduction
		3.2 Theory Building and Business Studies
		3.3 Collaborative Research Design in the Business Field
		3.4 Abduction
		3.5 Building Theories with Abduction
		3.6 Abduction as a Strategy in Experiments
		3.7 Conclusion and Perspectives
		References
	Chapter 4: Literature Reviews Unleashed: Unlocking Three Approaches for the Critical Realist
		4.1 Introduction
		4.2 Introducing the Reader to the Literature Review Technique
		4.3 A Taxonomy of Literature Reviews
		4.4 Systematic Literature Review
			4.4.1 Step 1: Planning the Review
			4.4.2 Step 2: Conducting the Review
			4.4.3 Step 3: Reporting the Review
			4.4.4 Examples of a Systematic Literature Review
			4.4.5 Advantages and Disadvantages
		4.5 Meta-Analysis Reviews
			4.5.1 Step 1: Planning the Review
			4.5.2 Step 2: Conducting the Review
			4.5.3 Step 3: Reporting the Review
			4.5.4 An Example Meta-Analysis Literature Review
			4.5.5 Advantages and Disadvantages
		4.6 Metasynthesis
			4.6.1 Step 1: Planning Stage
			4.6.2 Step 2: Conducting the Review
			4.6.3 Step 3: Reporting the Review
			4.6.4 An Example Metasynthesis Literature Review
			4.6.5 Advantages and Disadvantages
		4.7 Summing Up: Similarities and Differences
		4.8 Conclusion
		References
Part III: Research Methods for Information Gathering and Generating
	Chapter 5: Unlocking the Impact of Paradigms in Personal Interviews
		5.1 Introduction
		5.2 The Scenery of Interviews
		5.3 Three Types of Interviews
			5.3.1 The Analytical Interview
			5.3.2 The System Interview
			5.3.3 The Actor Interview
		5.4 Moving Forward with Interview Analysis and Interpretation
			5.4.1 The Inductive Analyzing Process in the Analytical Approach
			5.4.2 The Analyzing Process in the System View
			5.4.3 The Interpreting Process in the Actor View
		5.5 Concluding Remarks
		References
	Chapter 6: Workshops as a Research Method in Business Research
		6.1 Introduction
		6.2 Theoretical Traditions and Practice
		6.3 Using Workshops in Different Settings
		6.4 Putting the Pieces Together
			6.4.1 Three Roles in a Workshop
			6.4.2 Case: Construction of Guesthouses at the Samsoe Energy Academy
			6.4.3 The Diagnosis Phase
			6.4.4 The Planning Phase
			6.4.5 The Facilitated Workshop
			6.4.6 The Analysis Phase
		6.5 Limitations and Pitfalls
		6.6 Conclusion
		References
	Chapter 7: Tangible Business Research
		7.1 Introduction
		7.2 Investigating Value Networks with the Silver Set
		7.3 Mapping Customer Journeys with a Model Train Set
		7.4 Experiencing Partner Relations with Staging
		7.5 Simulating Market Dynamics with a Pinball Game
		7.6 Why Tangible Models Work
			7.6.1 Objects as Words
			7.6.2 Thinking with Hands
			7.6.3 Understanding with the Body
			7.6.4 Design Moves
		7.7 Facilitating Tangible Business Research
		7.8 Conclusions
		References
	Chapter 8: Multimethod Systematic Observation: Theory and Practice
		8.1 Background
		8.2 The Advantages and Limitations of Observation Research
		8.3 The Observer’s Role: The Issue of Closeness—Distance
		8.4 Case Study: Using Observation to Study Networking Events
			8.4.1 Background of the Research Project
			8.4.2 Research Design
			8.4.3 Pre-event Planning
			8.4.4 Pre-networking Activities
			8.4.5 Networking Activities
			8.4.6 Post-networking Event Activities
		8.5 The Role of the Observer
			8.5.1 Observer as Participant
			8.5.2 Observer as Complete Participant
			8.5.3 Recording of Observations
		8.6 The Observation Method Within a Multimethod Approach
		8.7 Co-Analysis of the Methods
		8.8 Conclusion: Insights from Multimethod Observation and Opportunities for Collaboration with Managers
		References
Part IV: Analysis and Presentation of Findings
	Chapter 9: Analysis of Qualitative Data: Using Automated Semantic Analysis to Explore and Validate Text
		9.1 Introduction
		9.2 Methods of Qualitative Design and Analysis
		9.3 Computer-Aided Qualitative Analysis
		9.4 The Nature of Computer-Aided Lexicographic Analysis
		9.5 Analysis to Summarize Text
			9.5.1 From Description to Analysis: Systematically Comparing Sets of Text
			9.5.2 Directed and In-Depth Searching and Analysis
		9.6 Discussion and Conclusion
		Appendix: Ranked Concept Lists for Five Research Phases of Advertising Project (Evers et al., 2017)
		References
	Chapter 10: On Displaying Research Results
		10.1 Introduction
		10.2 The Research Communication Process
			10.2.1 Framing of Data
			10.2.2 Visualizing Quantitative Data
			10.2.3 Visualizing Qualitative Data
		10.3 Problems of PowerPoint Presentations
		10.4 Emerging Data Visualization Technologies
			10.4.1 Videos
			10.4.2 Big Data Computer Visualization
			10.4.3 Nonvisual Data Display Methods
			10.4.4 Maps and Cartography
			10.4.5 Artificial Intelligence
		10.5 Ethical Issues
		10.6 Conclusion
		References
	Chapter 11: Cases Studies: A Matter of Paradigmatic Stance
		11.1 Introduction
		11.2 The Analytical Approach to Case Studies
			11.2.1 Designing a Case Study
			11.2.2 Collecting Data
			11.2.3 Analyzing Data
			11.2.4 Criticisms and Responses
		11.3 The Systems Approach to Case Studies
			11.3.1 Designing a Case Study
			11.3.2 Collecting Data
			11.3.3 Analyzing Data
			11.3.4 Criticisms and Responses
		11.4 The Actor Approach to Case Studies
			11.4.1 Designing Case Studies
			11.4.2 Collecting Data
			11.4.3 Analyzing Data
			11.4.4 Criticisms and Responses
		11.5 Conclusion
		References
	Chapter 12: Five Research Strategies for Increasing Rigor in Action Research
		12.1 Introduction
		12.2 What Is Action Research?
			12.2.1 Definitions
			12.2.2 Researcher Roles
			12.2.3 The Action Research Process
			12.2.4 Research Methods in Action Research
			12.2.5 Theory Building
		12.3 Rigor Issues in Action Research
			12.3.1 Internal Validity (Credibility) in Action Research
			12.3.2 External Validity (Transferability) in Action Research
			12.3.3 Reliability (Dependability) in Action Research
		12.4 Methods for Increasing Rigor in Qualitative Research
			12.4.1 Thick Descriptions
			12.4.2 Analytical Generalization
			12.4.3 Data Saturation
			12.4.4 Triangulation
			12.4.5 Critical Data Collection
			12.4.6 Critical Data Analysis
			12.4.7 Structured Data Collection and Analysis
			12.4.8 Audits with External Parties
		12.5 Research Strategies to Increase Rigor in Action Research
			12.5.1 Multiple Action Research Studies
			12.5.2 Case Studies Extension
			12.5.3 Unit of Analysis Decomposition
			12.5.4 Additional State Studies
			12.5.5 Case Study Integration
		12.6 Discussion of Action Research Versus Other Approaches
			12.6.1 Action Research Versus Case Study Research
			12.6.2 Action Research Versus Survey Research
			12.6.3 Action Research Versus Experimental Research
		12.7 Conclusion
		References
Part V: Researching in the Present and Future
	Chapter 13: Vignettes in Collaborative Business Research
		13.1 Introduction
		13.2 Definition of Vignettes
		13.3 Vignettes in Different Research Designs
		13.4 Reasons for Using Vignettes
			13.4.1 Exploring Situational Context
			13.4.2 Understanding Individual Judgments and Moral Dilemmas
			13.4.3 Discussion of Sensitive Experiences
		13.5 Exemplars of How to Use Vignettes
			13.5.1 Critical Theory
			13.5.2 Vignettes as a Methodological Procedure
			13.5.3 Exemplar 1: Using Vignettes Based on Theory: Organizational Development and Change
			13.5.4 Exemplar 2: Using Vignettes Based on Documents: The IASB Accounting Standard-Setting Process
			13.5.5 Exemplar 3: Using Vignettes Based on Preceding Research: Understanding Organizational Culture and Change
			13.5.6 Summing Up Vignettes as Methodological Procedures
		13.6 Validity: Evaluating the Effectiveness of Vignettes
		13.7 Conclusion
		References
	Chapter 14: Improvising in Research: Drawing on Theater Practices
		14.1 Introduction
			14.1.1 Improvising at the Design Company
			14.1.2 Forum Theater, Quickly Improvised
			14.1.3 Working with Improvised Theater: Insights from the Narrative
		14.2 Research About Nonlinear and Complex Themes
		14.3 Similarities and Differences to Action Research
			14.3.1 Data Understood as What Emerges in Abductive Moments
			14.3.2 Reflexive Narrations as “Data”
			14.3.3 The Role of Fiction
		14.4 Emotion, Action, and Theater
		14.5 Theater Improvisation in Organizational Research
			14.5.1 Theater Improvisation and Organizations: Other Perspectives
			14.5.2 Theater in Organizational Change
			14.5.3 Identity as Emerging in Social Interaction
			14.5.4 Forum Theater
		14.6 Concrete Theater Methods to Invite New Conversations in Research
			14.6.1 Taking a Role
			14.6.2 Taking and Giving a Role
			14.6.3 Advice for Asking People to Take Roles
			14.6.4 Getting over the Hurdle
			14.6.5 Exploring Divergent Perspectives: A Fictitious “Stakeholder Meeting”
			14.6.6 Do-It-Yourself Theater
			14.6.7 Open House with Theater Improvisation
			14.6.8 The Risk when Playing with These Methods: For Participants and Researchers
		14.7 Conclusion
		References
	Chapter 15: Collaborating with Managers to Develop Flight Simulators to Address Complex Problems Using Agent-Based Models
		15.1 Introduction
		15.2 First Example: Modeling Virtual Design Teams
		15.3 Second Example: Modeling the St. Lawrence River Estuary
		15.4 The Model Codesign Process
		15.5 Analyzing an ABM
		15.6 Stylized Agent-Based Models
		15.7 Conclusions
		15.8 Additional Resources
		References
Part VI: Overview and Conclusion
	Chapter 16: Bringing It All Together and Leaving It All up to You!
		16.1 Relating to Business Through Research
		16.2 Research for the Purpose of Generating Knowledge
		16.3 The Role of Business Schools and Their Researchers
		16.4 Research Design
		16.5 Exploratory Versus Explanatory Research Aims
			16.5.1 Levels of Analysis
			16.5.2 Time Issues
			16.5.3 Closeness to the Research Subject
			16.5.4 Mixed Methods and Triangulation
		16.6 Comparison and Overview of the Chapters
		16.7 Concluding Remarks
		References