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Doing critical management research interviews after reading Derrida

Learmonth, M.

Authors

M. Learmonth



Abstract

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.

Citation

Learmonth, M. (2006). Doing critical management research interviews after reading Derrida. Qualitative Research in Organizations and Management, 1(2), 83-97. https://doi.org/10.1108/17465640610686352

Journal Article Type Article
Publication Date Jan 1, 2006
Deposit Date Jan 6, 2011
Journal Qualitative Research in Organizations and Management
Print ISSN 1746-5648
Publisher Emerald
Peer Reviewed Peer Reviewed
Volume 1
Issue 2
Pages 83-97
DOI https://doi.org/10.1108/17465640610686352
Keywords Interviews, Management research.
Public URL https://durham-repository.worktribe.com/output/1544746

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