The DOI matches its Crossref record; 10 of the 10 references it cites were found in a registry or an index.
Methodological fit in management field research
Abstract
Methodological fit, an implicitly valued attribute of high-quality field research in organizations, has received little attention in the management literature. Fit refers to internal consistency among elements of a research project--research question, prior work, research design, and theoretical contribution. We introduce a contingency framework that relates prior work to the design of a research project, paying particular attention to the question of when to mix qualitative and quantitative data in a single research paper. We discuss implications of the framework for educating new field researchers.
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Citations
Cites
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Psychological Safety and Learning Behavior in Work Teams
Edmondson, A. (1999) · Administrative Science Quarterly · doi:10.2307/2666999 · Cited by 12,026
Self-citationMixing Qualitative and Quantitative Methods: Triangulation in Action.
Jick, T. D. (1979) · Administrative Science Quarterly · doi:10.2307/2392366 · Cited by 7,103 · cited 3×
“Such studies frequently integrate qualitative and quantitative data to help establish the external and construct validity of new measures through triangulation (Jick, 1979).”
BackgroundToward a Conceptual Framework for Mixed-Method Evaluation Designs
Greene, J. C., Caracelli, V. J., & Graham, W. F. (1989) · Educational Evaluation and Policy Analysis · doi:10.3102/01623737011003255 · Cited by 5,687
Estimating within-group interrater reliability with and without response bias
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Disrupted Routines: Team Learning and New Technology Implementation in Hospitals
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Self-citationRevisiting the Quantitative-Qualitative Debate: Implications for Mixed-Methods Research
Sale, J. E. M., Lohfeld, L. H., & Brazil, K. (2002) · Quality and Quantity · doi:10.1023/a:1014301607592 · Cited by 1,082 · cited 4×
“Element Stewart and Barrick (2000) Wageman (2001) Chen and Klimoski (2003)”
BackgroundMethodInfluential
Cited by
Theory Building From Cases: Opportunities And Challenges
Eisenhardt, K. M., & Graebner, M. E. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.24160888 · Cited by 16,670
Empirical studies of agile software development: A systematic review
Dybå, T., & Dingsøyr, T. (2008) · Information and Software Technology · doi:10.1016/j.infsof.2008.01.006 · Cited by 2,668
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct
Edmondson, A. C., & Lei, Z. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091305 · Cited by 2,577
Self-citationHanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021) · Journal of Management Studies · doi:10.1111/joms.12639 · Cited by 2,550
Building Social Business Models: Lessons from the Grameen Experience
Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010) · Long Range Planning · doi:10.1016/j.lrp.2009.12.005 · Cited by 1,465
Metadata
- Authors
- Edmondson, A. C., & Mcmanus, S. E.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2007-10
- Volume
- 32
- Issue
- 4
- Pages
- 1246-1264
- ISSN
- 0363-7425 (ISSN-L)
- 1930-3807
- OpenAlex
- W2099358840
- Cited by
- 3,227
- References
- 10
- FWCI
- 80.59
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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