Ethics in qualitative research

In this chapter, we explore a number of ethical questions and ethical dilemmas that can arise at different stages of the research process. Rather than attempting to provide an answer to these or a full overview of the ethical issues encountered by researchers, we aim to sensitize the reader to some of the complexities involved in trying to do qualitative research in an ethically sensitive manner. We see ethics not as a uniform set of rules or a formal institutional requirement but rather as an integral element of research praxis. We therefore consider a number of ethical questions that are likely to arise at different stages of the research process and alert the reader to some ethically important moments that they might encounter. We start by looking at some ethical questions linked to the research design. We then turn to discussing ethical challenges associated with negotiating access, trying to obtain informed consent from participants as well as maintaining and managing relationships with them. We conclude by discussing ethical issues in relation to data presentation

The micropolitical dynamics of interlingual translation processes in an MNC subsidiary

Drawing on a deep single case study of a Polish subsidiary of a US‐headquartered pharmaceutical multinational company (MNC), the paper contributes to the study of power and politics in international business (IB) by advancing understanding of the interactional and processual dynamics of micropolitics in MNCs, which supplements the current dominant actor‐centred approach. The paper advances understanding of translation in IB by demonstrating how interlingual translation can be deliberately used as a management tool to pre‐empt resistance and promote managerially desired attitudes and behaviours at the subsidiary level. It highlights how hitherto largely ignored processes of interlingual translation provide an important internal forum for the exercise of power and micropolitics. The paper puts forward an emergent model of the micropolitical dynamics of interlingual translation and demonstrates how subsidiary managers can use interlingual translation to support and oppose the views of both corporate and local managerial colleagues, and thereby influence how HQ‐level decisions will be received by subsidiary‐level employees

HRM roles in cross culture training provision: Insights from Israeli companies

Purpose. The purpose of this paper is to contribute to cross culture training (CCT) literature by exploring the HR managers roles in CCT provision and the reasons affecting the given role enactment. Design/methodology/approach. This exploratory study is based on in-depth interviews with 15 Israeli HR managers in charge of the provision of CCT in their respective companies and five interviews with CCT professionals who provide CCT training for a wide range of companies operating in Israel. Findings. The study highlights the significant impact of HR managers’ awareness and perceptions of CCT on its provision and discusses a related self-perpetuating cycle of current practice reinforcement that limits the likelihood of practice improvement. Research limitations/implications. The limitations of the exploratory design of the study call for further research on HR roles in CCT provision. Practical implications. The findings suggest that HR managers partly design and implement practice according to what they believe are unmet expatriate needs and what they perceive as effective HR tools. The authors discuss the practical value of raising their awareness not only of CCT designs and methodologies, but also of the complexities of expatriate adjustment and the opportunities offered by rigorous evaluation of current practice. Originality/value. The study departs from the dominant focus in the literature on the content and methodologies of CCT and instead explores the neglected role of HR managers in CCT provision

Developing and spreading leadership across levels: The facilitating and constraining role of context

Leadership development programmes increasingly encourage plural forms of leadership to counteract the pitfalls of individualistic approaches. This paper contributes to our understanding of the role of context in developing and spreading leadership across hierarchies. Working within an omnibus approach to context, previous research has highlighted the role of institutional forces in the emergence of distributed leadership in the public sector, yet so far neglected the influence of the discrete organisational context. Drawing on an in-depth case study of a private sector organisation trying to recover from a turbulent past through an in-house leadership development initiative, we show how the omnibus and discrete organisational contexts jointly facilitate and constrain the development and spread of leadership and how they are instrumentalised in this process. We surface how social and political dynamics associated with socio-material relationships and institutional arrangements, together with wider omnibus forces, influence the aim of an inhouse LDP and its potential to impact perceptions and practice of distributed leadership in organisational settings. We argue that a nested approach to context – encompassing the interconnected omnibus and discrete contexts – is required for a deeper understanding of the factors that facilitate and constrain the development and spread of leadership

Host country employees’ negative perceptions of successive expatriate leadership: The role of leadership transference and implicit leadership theories

Purpose. Drawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, the authors shift attention to successive executive expatriate assignments within a single subsidiary. Design/methodology/approach. The paper is based on an intrinsic case study carried out in a Polish subsidiary of an American multinational pharmaceutical company which had been managed by four successive expatriate General Managers and one local executive. The authors draw on interview data with 40 HCEs. Twenty-one semi-structured interviews were conducted with staff who had been managed by at least three of the subsidiary’s expatriate leaders. Findings. The authors demonstrate how transference triggered by past experiences with expatriate leaders as well as HCEs’ implicit leadership theories affect HCEs’ negative perceptions of expatriate leadership and lead to the emergence of expatriate leadership schema. Originality/value. To the best of the authors’ knowledge, this is the first study that explores the role of transference and implicit leadership theories in HCEs’ perceptions of successive executive expatriate assignments. By focussing on retrospective accounts of HCEs who had been managed by a series of successive expatriate leaders, our study has generated a more nuanced and contextualised understanding of the role of HCEs’ shared past experiences in shaping their perceptions of expatriate leadership. The authors propose a new concept – expatriate leadership schema – which describes HCEs’ cognitive structures, developed during past experiences with successive expatriate leaders, which specify what HCEs believe expatriate leadership to look like and what they expect from it

‘There is a crack in everything’:An ethnographic study of pragmatic resistance in a manufacturing organization

Why is resistance a pervasive feature of organizations? We seek to add to the established ways of understanding resistance by arguing that it may emerge owing to the rationality and irrationality, order and disorder that imbues organizations. We explore how such conditions create ambivalent situations that can generate resistance that is ambivalent itself as it can both facilitate and hinder the operation of organizations. Drawing on ethnographic research conducted in a manufacturing organization, we introduce the concept of pragmatic resistance as a means to grasp the everyday resistance that emerges through and reflects cracks in the rational model of organizations. Rather than being anti-work, we demonstrate how pragmatic resistance is bound up with organizational disorder/irrationality, competing work demands and the prioritization of what is interpreted as ‘real work’. Overall, the concept of pragmatic resistance indicates that resistance may be far more pervasive and organizations more fragile and vulnerable to disruption than is often assumed to be the case

Host country employees’ negative perceptions of successive expatriate leadership: the role of leadership transference and implicit leadership theories

Drawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, we shift attention to successive executive expatriate assignments within a single subsidiary. The paper is based on an intrinsic case study carried out in a Polish subsidiary of an American multinational pharmaceutical company which had been managed by four successive expatriate General Managers one local executive. We draw on interview data with forty HCEs. Twenty-one semi-structured interviews were conducted with staff who had been managed by at least three of the subsidiary’s expatriate leaders. We demonstrate how transference triggered by past experiences with expatriate leaders as well as HCEs’ implicit leadership theories affect HCEs’ negative perceptions of expatriate leadership and lead to the emergence of expatriate leadership schema. This is the first study which explores the role of transference and implicit leadership theories in HCEs’ perceptions of successive executive expatriate assignments. By focusing on retrospective accounts of HCEs who had been managed by a series of successive expatriate leaders, our study has generated a more nuanced and contextualised understanding of the role of HCEs’ shared past experiences in shaping their perceptions of expatriate leadership. We propose a new concept - expatriate leadership schema - which describes HCEs’ cognitive structures, developed during past experiences with successive expatriate leaders, which specify what HCEs believe expatriate leadership to look like and what they expect from it