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dc.contributor.authorBöhme, Tillmann
dc.contributor.authorChilderhouse, Paul
dc.contributor.authorDeakins, Eric
dc.contributor.authorTowill, Denis R.
dc.date.accessioned2012-11-23T02:10:17Z
dc.date.available2012-11-23T02:10:17Z
dc.date.copyright2012-07-05
dc.date.issued2012
dc.identifier.citationBohme, T., Childerhouse, P., Deakins, E., & Towill, D. (2012). A method for reconciling subjectivist and objectivist assumptions in management research. Journal of Leadership & Organizational Studies, 19(3), 369-377.en_NZ
dc.identifier.issn1548-0518
dc.identifier.urihttps://hdl.handle.net/10289/6883
dc.description.abstractApplication of objectivist methodological assumptions and overreliance on mathematical analysis can cause researchers to oversimplify reality and thereby generate rigorously derived theories and recommendations that lack practitioner relevance. Although mixed-methods approaches to management research have long been heralded, the details remain sparse about how to reconcile apparently disparate approaches. By reflecting on lessons learned over some 15 years of practical experience with a robust mixed-methods approach specifically designed to bridge the academia–practitioner gap, this article demonstrates how inclusion of an interpretive field perspective yields a much more comprehensive picture of the relationship between the organization and its contextual environment. Thus, a key purpose of this article is to stimulate researchers into adopting a more balanced portfolio of research methods that will simultaneously achieve research rigor and generate insightful practitioner-relevant theory.en_NZ
dc.language.isoen
dc.publisherSageen_NZ
dc.relation.ispartofJournal of Leadership & Organizational Studies
dc.subjectqualitative researchen_NZ
dc.subjecttriangulationen_NZ
dc.subjectsupply chain auditen_NZ
dc.subjectquick scanen_NZ
dc.subjectauditen_NZ
dc.subjectfield researchen_NZ
dc.titleA Method for Reconciling Subjectivist and Objectivist Assumptions in Management Researchen_NZ
dc.typeJournal Articleen_NZ
dc.identifier.doi10.1177/1548051812442965en_NZ
dc.relation.isPartOfJournal of Leadership and Organizational Studiesen_NZ
pubs.begin-page369en_NZ
pubs.elements-id37567
pubs.end-page377en_NZ
pubs.issue3en_NZ
pubs.volume19en_NZ


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