Building Methodological Bridges

Citation

Waheed, Z. (2012), "Building Methodological Bridges", Facilities, Vol. 30 No. 9/10, pp. 449-450. https://doi.org/10.1108/02632771211235251

Building Methodological Bridges is the sixth volume in the Research Methodology in Strategy and Management series by Emerald. The series has been invaluable in bringing to light important, emerging issues in Strategic Research methodology and has been bringing together important insights from leading academics into the various aspects of research methods and research analysis. This volume is no exception. The contributors' line‐up is very impressive, as are the chapters.

The collection is divided into two parts, the first discussing the means to bridge the gap between the macro and micro, while the second focusing on the means to better research designs and analysis. Each part has five chapters: each dealing with a distinct issue, each providing a detailed insight into a unique topic within the larger theme of the book.

First and foremost, the volume makes one realise that (like FM in a way) organisational sciences are made up of a myriad of disciplines and deals with many levels of analysis. All of these disciplines and levels of analysis, however, contribute towards a unified theory within organisational studies‐ one which contributes towards the strategic outcomes within organisations. However, as we are all aware, most contributions across these disciplines either cover the macro or the micro aspects of organisations. Part One of Building Methodological Bridges brings together approaches that aim to bring the two (macro and micro) closer together, by contributors who explain that there is no real micro‐macro divide in the first place. Issues in organisational studies, they propose, are too complex to deal with one and not the other in most cases.

Part One, therefore, discusses cross‐discipline research as well as cross‐level (micro‐macro) research. Both of these present methodological challenges. These challenges are the focus of Part One. The role of the individual in the strategic arena takes centre stage in the discussion as does the issue of validity.

I found Part Two, which covered the methodological discussions of how research design and analysis could be better integrated, to be a riveting read. The jewel in the crown is the chapter on templates of qualitative studies by Ann Langley and Chahrazad Abdullah which I found extremely engaging and particularly useful for qualitative researchers within Facilities Management (among, undeniably, other fields). Other chapters discussed the need for multi‐study research for verifying theory and the theoretical underpinnings of how methodologies should correctly fit these.

The collection is a highly recommended read. I do have one small suggestion for the editors (and it is small): the chapters are suitably introduced in the formal Introduction (and thereafter in their own initial sections) but nevertheless begin with a research paper‐like structure. This structure has headings such as Purpose, Method/Approach and Originality and Value which the chapters could do without. One can presume that their contribution is significant enough to warrant an inclusion the collection and the readers can be expected to go through the well‐written chapters to quickly understand what it is that each of them is proposing.

This book is a must for anyone researching or having an interest in strategic Management Research. The discussion and analysis is current, crisp and engaging. The issues raised are pertinent and the narrative remarkably interesting and well‐written. There is a good flow throughout the collection. The Research Methodology in Strategy and Management series is one to look out for!