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 12 Issue 2, ECRM 2014 / Nov 2014  pp75‑167

Editor: Ann Brown

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Editorial for ECRM special issue  pp75‑76

Ann Brown

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Overcoming Barriers: Qualitative Interviews With German Elites  pp77‑86

Hilary Drew

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Equipping the Constructivist Researcher: The Combined use of Semi‑Structured Interviews and Decision‑Making maps  pp87‑95

Reza Mojtahed, Miguel Baptista Nunes, Jorge Tiago Martins, Alex Peng

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The Long, Brown Path Before me’: Story Elicitation and Analysis in Identity Studies  pp96‑106

Ali Rostron

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The Pervasiveness and Implications of Statistical Misconceptions Among Academics with a Special Interest in Business Research Methods  pp107‑120

Frank Bezzina, Mark Saunders

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Using a Learning Contract to Introduce Undergraduates to Research Projects  pp121‑130

Zelma Bone

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Learning Research Methods: How Personalised Should we be?  pp131‑138

Martin Rich

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Exposing the Influencing Factors on Software Project Delay with Actor‑Network Theory  pp139‑153

Zana Ahmedshareef, Robert Hughes, Miltos Petridis

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Abstract

Abstract: Managing large software projects through global development teams is a complex undertaking; it involves managing interdependent problems and dynamic situations that are constantly changing. The research and practice bodies of knowledge need to m atch that complexity if they are to provide practical solutions to the challenges facing such projects. This research investigates the interdependent influences exerted on project progress that emerge during project execution and cause schedule delay. Thi s paper aims to demonstrate the value of integrating different research methods and techniques from the technical and social domains in order to address such complexity, in particular the utility of actor‑network theory (ANT) to expose the influencing f actors on project schedule delay. The research approach (Mixed method) was applied to empirical data from a global software provider, integrating quantitative analysis (project metrics) with qualitative analysis (grounded theory) and culminating in the development of an explanation model (ANT). The findings demonstrate that considerable benefit can be gained from the fuller understanding of the management dynamics during project execution provided by this approach. ANT makes researchers look at th e networks of influence at play between human and nonhuman elements of the project, thus offering a richer picture of the project. 

 

Keywords: Keywords: Research methods, Actor-network theory, Grounded theory, Project management, Information systems development, Software development

 

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From Art for Arts Sake to Art as Means of Knowing: A Rationale for Advancing Arts‑Based Methods in Research, Practice and Pedagogy  pp154‑167

Sally Eaves

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