Abstract
This article provides a series of reflections on the practice of carrying out processual research on organisational change. At a broad level, some of the main tasks associated with conducting company case studies are described and the benefits of this approach for dealing with complex change data are outlined. At a more specific level, the article addresses three main areas tied to the actual ‘doing’ of processual research. First, the notion of tacit knowledge and ‘getting your hands dirty’ by engaging in ongoing in-depth fieldwork. Second, the design and implementation of a longitudinal case study research programme. Third, the advantages and concerns of combining a range of different data collecting techniques in carrying out processual studies. Overall, the main intention is to provide some useful reflections and practical insights, as well as providing something of the flavour of carrying out this type of research.
Publication Details
This article was originally published as: Dawson, P, In at the deep end: conducting processual research on organisational change, Scandinavian Journal of Management, 1997, 13(4): 389-405. The journal homepage can be found here.