qualitative marketing research methods
DESCRIPTION
A select palette of qualitative research methods, conference presentation at ODTU MS Business Conference, Ankara, Turkey 2010TRANSCRIPT
A Select Palette of Qualitative Research Tools for Marketing and
Management Sciences
Ahmet Aydemir, Ezgi Merdin, N. Çağla Mutlucan, Zeren Özeralp-Oray, Mina Seraj
Boğaziçi University
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Aim of Study
Discuss less frequently used qualitative methods and how they can add value to marketing and management studies
Comparing selected qualitative research methods based on their strengths and weaknesses
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Qualitative Paradigm
Paradigm shift in managerial sciences Contribution to what, how and why
questions Exploratory approach Increases explanatory power of theory Experiences of subjects, rich data access Validity and reliability issues, sampling Triangulation approach
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Selected Qualitative Methods
Focus Group Interviews
Verbal Protocol Analysis
Cognitive Mapping
Critical Incident Technique
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Research Scope and Objectives
Hypothesis formulation, construct development
Useful for exploratory and developmental phases
Within group homogeneity and between group heterogeneity
Synergy through interaction and strength of collectivity
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group
Interviews
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Data Collection and Analysis
Cost-effective and time-saving Purposive selection rather than random or
convenience Saturation determines the number of groups Moderator as a critical element Coding transcripts of audio and/or video recording Field notes analysis Online focus groups emerging as a new method
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group
Interviews
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Research Scope and Objectives
Purpose is to make inferences about the cognitive processes from the verbalizations made on a given task
The goal is to reflect the short-term memory contents and to gain some insights into mental events accurately
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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Data Collection and Analysis
“Think aloud” method Concurrent vs. retrospective Mediated vs. non-mediated
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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RETROSPECTIVECONCURRENT
MEDIATED MEDIATEDNON MEDIATED
VPA
NON MEDIATED
Limitations
Subjects can verbalize only conscious thoughts
Nonverbal knowledge is not likely to be reported
Self-presentation issues (social desirability bias)
Time consuming and labor intensive Limited sample size
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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An Example Study (Isenberg, 1986)
Aim is to understand managerial problem solving process
12 GMs + 3 Students (comparison group) Short business cases Transcripts scored using a 17-category
scheme developed through a pilot study
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
Isenberg , D.J., (1986) “Thinking and Managing: A Verbal Protocol Analysis of Managerial Problem Solving,” Academy of Management Journal, 29, 4, 775-788.10
Research Scope and Objectives
Purpose is to analyze series of psychological transformations by which an individual acquires, codes, stores, recalls, and decodes information
The objective is to represent an understanding of the environment and forces that work within
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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Data Collection and Analysis
Interviews are used to collect data Content analysis is used in the formulation of
the concepts that form the cognitive maps Cognitive maps formed by
Number of elements in a map (Comprehensiveness)
Number of connections between the elements (Connectedness)
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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Limitations
Complex and time consuming Not suitable for large samples Subjective interpretation of maps
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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An Example Study (Calori et al., 1994)
12 French & 14 British companies 24 CEOs, 2 General Managing Directors Open ended interviews Cognitive mapping after content analysis
Comprehensiveness & Connectedness
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
Calori, R.; Johnson, G. & Sarnin, P. (1994), “CEOs’ Cognitive Maps and the Scope of The Organization,” Strategic Management Journal, 15, 437-457.14
Research Scope and Objectives
Exploratory purpose with the aim of answering questions of what, how and why about certain phenomena
Belk (2006) - collecting realistic accounts of the world
Retrieves stories or critical incidents as its main data
The main aim is to reach a classification scheme Based on stories or critical events Emergent common patterns or themes
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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Data Collection and Analysis
Flexible design that depends on the aims of the researcher (open-ended questions, online short surveys)
Content analysis accompanied by inductive delineation of major groupings within the answers
Quantification (%) to reach more sound categories Two way comparisons and multiple judges
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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Limitations
Pre-determined and focused technique that allows for collecting only the answers of specific questions
Selective memory bias
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
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An Example Study (Meuter et al., 2000)
The sources of customer satisfaction and dissatisfaction in encounters involving Self Service Technologies (SST)
How satisfying and dissatisfying encounters with SSTs are related to attributions, complaining, word of mouth and repurchase intentions is also analyzed for triangulation purposes
823 incidents collected - a list of resulting categories
Critical Incident
Technique
Cognitive Mapping
Verbal Protocol Analysis
Focus Group Interviews
Meuter, M.L.; Ostrom, A.L.; Roundtree, R.I. and Bitner, M. J. (2000), “Self-Service Technologies: Understanding Customer Satisfaction with Technology-Based Service Encounters,” Journal of Marketing, 64, 50-64.
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Comparative Analysis:Research Scope and Objectives
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Comparative Analysis:Data Collection
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Comparative Analysis:Data Analysis
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Comparative Analysis:Verification of Results
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Conclusion
All methods are exploratory and have rich content
Different application styles Answering what, how and why questions For gaining insight about a phenomenon by
choosing right method for the research purpose
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