Learmonth, M. (2006) 'Doing critical management research interviews after reading Derrida.', Qualitative research in organizations and management., 1 (2). pp. 83-97.
Purpose – The paper invites us to reconsider the processes at work in the conduct of qualitative interviews, especially in the context of management studies; it emphasises, in particular, the paradoxes that arise from the inescapable interdependency between interviewer and interviewee. Design/methodology/approach – The author reflects upon his own experiences of conducting interviews with managers whilst studying for a PhD, and suggests alternative ways of thinking about what goes on during such exchanges. Findings – Interview techniques are not necessarily the neutral tools they might seem to be. Originality/value – The deconstructive insights about interview processes provide a way of thinking about qualitative interview research that might be more consistent with the insights of certain “critical” management studies.
|Keywords:||Interviews, Management research.|
|Full text:||Full text not available from this repository.|
|Publisher Web site:||http://dx.doi.org/10.1108/17465640610686352|
|Record Created:||17 Jan 2011 11:43|
|Last Modified:||21 Jan 2011 12:09|
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