Abstract
Management research is conventionally presented as an orderly, coherent and logical process. The research design follows on neatly from the aims, rationale and theoretical perspective of the investigation. The reality is somewhat different, particularly when the subject is complex. Limits on time, available manpower and the goodwill of informants means that some of the noble research objectives are inevitably compromised. This is especially true of cross-cultural research where the practical problems of comparison are manifold — and rendered all the more ‘challenging’ in the present study by the lack of indigenous German research on management work.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
Geert Hofstede, Culture’s Consequences (Beverly Hills, California: Sage, 1980).
John Child and Alfred Kieser, ‘Organization and Managerial Roles in British and West German Companies—An Examination of the Culture-Free Thesis’, in Cornelis J. Lammers and David J. Hickson (eds) Organizations Alike and Unlike—International and Inter-Institutional Studies in the Sociology of Organizations (London: Routledge & Kegan Paul, 1979) pp. 251–71;
John Bessant and Manfred Grunt, Management and Manufacturing Innovation in the United Kingdom and West Germany (Aldershot: Gower, 1985);
Arndt Sorge and Malcolm Warner, Comparative Factory Organisation (Aldershot: Gower, 1986).
Joan Woodward, Industrial Organization: Theory and Practice (Oxford: Oxford University Press, 1965).
Murray Steele, ‘The European Brewing Industry’ in Roland Calori and Peter Lawrence, The Business of Europe: Managing Change (London: Sage, 1991) pp. 44–9.
Horst Steinmann and Georg Schreyôgg, Management: Grundlagen der Unternehmensfahrung - Konzepte, Funktionen, Praxisfalle (Wiesbaden: Gabler, 1990);
Wolfgang H. Staehle, Management - Eine verhaltenswissenschaftliche Perspektive (München: Vahlen, 6. Aufl, 1991).
Iris Ramme, Die Arbeit von Fahrungskrâften - Konzepte und empirische Ergebnisse (Bergisch Gladbach: Josef Eul Verlag, 1990);
Georg Schreyôgg and Gudrun Hübl, ‘Manager in Aktion: Ergebnisse einer Beobachtungsstudie in mittlelstândischen Unternehmen’, Zeitschrift far Fahrung und Organisation (1992, 61.Jg., H.2, 82–9).
John Child and Ray Loveridge, Information Technology in European Services: Towards a Microelectronic Future (Oxford: Basil Blackwell, 1990) pp. 64–5.
Frank Faulbaum, Ergebnisse der Methodenstudie zur internationalen Vergleichbarkeit von Einstellungsskalen in der Allgemeinen Bevölkerungsumfrage der Sozialwissenschaft (Mannheim: ZUMA Arbeitsbericht, 1984).
Eugen von Keller, Management in fremden Kulturen. Ziele, Ergebnisse und methodische Probleme der kulturvergleichenden Managementforschung (Bern and Stuttgart: Paul Haupt, 1982).
Peter Lawrence, ‘In Another Country’ in Alan Bryman (ed.) Doing Research in Organizations (London: Routledge, 1988) p. 103.
Copyright information
© 1994 Rosemary Stewart
About this chapter
Cite this chapter
Stewart, R., Barsoux, JL., Kieser, A., Ganter, HD., Walgenbach, P. (1994). Designing the Study. In: Managing in Britain and Germany. Palgrave, London. https://doi.org/10.1007/978-1-349-23584-1_2
Download citation
DOI: https://doi.org/10.1007/978-1-349-23584-1_2
Publisher Name: Palgrave, London
Print ISBN: 978-1-349-23586-5
Online ISBN: 978-1-349-23584-1
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)