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Journal Issue
Volume 13 Issue 1, Mixed Methods / Nov 2015  pp1‑61

Editor: Ros Cameron

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Editorial  pp1‑2

Ros Cameron

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Design and Implementation of a Mixed Method Research Study in Project Management  pp3‑15

Omar Bentahar, Dr Roslyn Cameron

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Using Sequential Mixed Methods in Enterprise Policy Evaluation: A Pragmatic Design Choice?  pp16‑26

Anthony Paul Buckley

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Mixed Methods in Management Research: Implications for the Field  pp27‑35

Pat Bazeley

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Abstract

Abstract: Mixed methods approaches to research have been widely adopted in social sciences and professional studies disciplines. Using a combination of methods is assumed to offer the promise of greater flexibility in undertaking research, of generating b etter supported arguments from research data, and of increased relevance to a wider circle of stakeholders, claims that are at least partially supported by evidence of higher journal citation rates for mixed than monomethod articles. A review of eighty‑th ree articles published eight years apart in the Academy of Management Journal (AMJ) and Administrative Science Quarterly (ASQ) suggests that organizational and management researchers have been slow to adopt mixed methods approaches to research. Articl es for both periods and in both journals were clearly dominated by studies that employed statistical analyses of archival, database, experimental or survey data, with little change over the period. These results reflect those found in other studies. This review of articles raised wider issues. 1) Difficulty was experienced in classifying studies, leading to a refinement in emphasis for a definition of mixed methods. 2) Management researchers as a whole, as reflected in the style and referencing of thes e articles, have thorough training in the fine details of statistical methods of analysis; understanding of qualitative analysis is weaker and restricted to a few; and none appears to have any awareness of a growing literature on mixed methods, nor did an y discuss the kinds of issues typically covered in qualitative and mixed methods articles in other journals. The results of this review have implications for the training of management and organization studies researchers who currently appear to have a qu ite limited repertoire of non‑statistical methods on which to draw when undertaking research. 

 

Keywords: Keywords: methodology, methods, mixed methods, quantitative, qualitative, research training, management, organization studies

 

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Considerations for Multidisciplinary, Culturally Sensitive, Mixed Methods Research  pp36‑47

Dorothy Wardale, Roslyn Cameron, Jun Li

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Employing a Mixed Methods Approach to Benefit Business‑IT Alignment and Levels of Maturity  pp48‑61

Sally Eaves

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