Author
Gillian Symon
Other affiliations: University of London, Birkbeck, University of London
Bio: Gillian Symon is an academic researcher from Royal Holloway, University of London. The author has contributed to research in topics: Qualitative research & Industrial and organizational psychology. The author has an hindex of 25, co-authored 53 publications receiving 4036 citations. Previous affiliations of Gillian Symon include University of London & Birkbeck, University of London.
Papers published on a yearly basis
Papers
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01 Jan 2004
TL;DR: In this article, Gillian Symon and Catherine Cassell used Interviews in Qualitative Research (BEQR) to promote new research practices in Organizational Research and promote new Research Practices inorganizational research.
Abstract: Promoting New Research Practices in Organizational Research - Gillian Symon and Catherine Cassell Using Interviews in Qualitative Research - Nigel King Electronic Interviews in Organizational Research - Stephanie J Morgan and Gillian Symon Life Histories - Gill Musson Critical Incident Technique - Elizabeth Chell Repertory Grids - Catherine Cassell and Susan Walsh Cognitive Mapping in Organizational Research - Seonaidh McDonald, Kevin Daniels and Claire Harris The Twenty Statements Test - Anne Rees and Nigel Nicholson Qualitative Research Diaries - Gillian Symon Stories in Organizational Research - Yiannis Gabriel and Dorothy S Griffiths Pictorial Representation - David R Stiles Group Methods of Organizational Analysis - Chris Steyaert and Ren[ac]e Bouwen Participant Observation - David Waddington Analytic Induction - Phil Johnson Critical Research and Analysis in Organizations - Kate Mackenzie Davey and Andreas P D Liefooghe Hermeneutic Understanding - John McAuley Discourse Analysis - Penny Dick Talk-in-Interaction/Conversation Analysis - Dalvir Samra-Fredericks Attributional Coding - Jo Silvester Grounded Theory in Organizational Research - Hannakaisa L[um]ansisalmi, Jos[ac]e-Maria Peir[ac]o and Mika Kivim[um]aki Using Templates in the Thematic Analysis of Text - Nigel King Using Data Matrices - Sara Nadin and Catherine Cassell Preserving, Sharing and Reusing Data from Qualitative Research - Louise Corti, Paul Thompson and Janet Fink Methods and Strategies Historical Analysis of Company Documents - Michael Rowlinson Ethnography - John D Brewer Case Study Research - Jean Hartley Soft Systems Analysis - Susan Walsh and Chris Clegg Reflections and Update Action Research and Research Action - Frank Heller A Family of Methods Co-Research - John Bennington and Jean Hartley Insider/Outsider Teams for Organizational Research The Future Conference - Fran Ryan
2,177 citations
TL;DR: In this article, a contingent criteriology located in a metatheoretical analysis of three modes of qualitative management research which are compared with the positivist mainstream to elaborate different forms of evaluation is presented.
Abstract: The term qualitative management research embraces an array of non-statistical research practices. Here it is argued that this diversity is an outcome of competing philosophical assumptions which produce distinctive research perspectives and legitimate the appropriation of different sets of evaluation criteria. Some confusion can arise when evaluation criteria constituted by particular philosophical conventions are universally applied to this heterogeneous management field. In order to avoid such misappropriation, this paper presents a first step towards a contingent criteriology located in a metatheoretical analysis of three modes of qualitative management research which are compared with the positivist mainstream to elaborate different forms of evaluation. It is argued that once armed with criteria that vary accordingly, evaluation can reflexively focus upon the extent to which any management research consistently embraces the particular methodological principles that are sanctioned by its a priori philosophical commitments.
301 citations
01 Sep 1996
TL;DR: Important aspects of work coordination to emerge included: status influences on the effectiveness of working practices; the social and political uses of information; conflicts between work goals and between motivations for coordinating activities; the role of informal practices; and the use of formal procedures to regulate inter-group relations.
Abstract: An understanding of the ways in which work coordination is achieved in practice is essential to the development of effective CSCW technologies. However, previous studies are limited in their focus on small, self-contained work groups. In this analysis of work coordination in a hospital context, a broader perspective was adopted, allowing examination of activities across time, group and location. The use of a relevant structured methodology and a focus on deviations from formal procedures enabled the consideration of a range of contextual factors in interaction: Important aspects of work coordination to emerge included: status influences on the effectiveness of working practices; the social and political uses of information; conflicts between work goals and between motivations for coordinating activities; the role of informal practices; and the use of formal procedures to regulate inter-group relations. The implications of these issues for CSCW design in the hospital context are illustrated.
168 citations
TL;DR: In this article, the authors present a piece of empirical work that investigates the current role and status of qualitative research within the management field, which is based on 45 in-depth qualitative interviews with members of a range of different stakeholder groups, including journal editors, qualitative researchers, Doctoral Programme Leaders, practitioners, and those who fund qualitative management research.
Abstract: Purpose – The purpose of this paper is to present a piece of empirical work that investigates the current role and status of qualitative research within the management field.Design/methodology/approach – The research is based on 45 in‐depth qualitative interviews with members of a range of different stakeholder groups, including: journal editors; qualitative researchers; Doctoral Programme Leaders; practitioners; and those who fund qualitative management research.Findings – The findings suggest that there is considerable variety in definitions of qualitative research; that there are still a number of issues surrounding the status and credibility of qualitative research within the field; and there is a need for greater access to researcher training in this area.Practical implications – The paper is of practical interest to qualitative researchers in that it details some of the issues surrounding publishing qualitative work.Originality/value – The paper presents original empirical work in this field.
108 citations
Cited by
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01 Jan 1985
5,697 citations
04 Mar 2010
TL;DR: Recording of presentation introducing narrative analysis, outlining what it is, why it can be a useful approach, how to do it and where to find out more.
Abstract: Recording of presentation introducing narrative analysis, outlining what it is, why it can be a useful approach, how to do it and where to find out more. Presentation given at methods@manchester seminar at University of Manchester on 4 March 2010.
3,188 citations
01 Jan 2004
TL;DR: In this article, Gillian Symon and Catherine Cassell used Interviews in Qualitative Research (BEQR) to promote new research practices in Organizational Research and promote new Research Practices inorganizational research.
Abstract: Promoting New Research Practices in Organizational Research - Gillian Symon and Catherine Cassell Using Interviews in Qualitative Research - Nigel King Electronic Interviews in Organizational Research - Stephanie J Morgan and Gillian Symon Life Histories - Gill Musson Critical Incident Technique - Elizabeth Chell Repertory Grids - Catherine Cassell and Susan Walsh Cognitive Mapping in Organizational Research - Seonaidh McDonald, Kevin Daniels and Claire Harris The Twenty Statements Test - Anne Rees and Nigel Nicholson Qualitative Research Diaries - Gillian Symon Stories in Organizational Research - Yiannis Gabriel and Dorothy S Griffiths Pictorial Representation - David R Stiles Group Methods of Organizational Analysis - Chris Steyaert and Ren[ac]e Bouwen Participant Observation - David Waddington Analytic Induction - Phil Johnson Critical Research and Analysis in Organizations - Kate Mackenzie Davey and Andreas P D Liefooghe Hermeneutic Understanding - John McAuley Discourse Analysis - Penny Dick Talk-in-Interaction/Conversation Analysis - Dalvir Samra-Fredericks Attributional Coding - Jo Silvester Grounded Theory in Organizational Research - Hannakaisa L[um]ansisalmi, Jos[ac]e-Maria Peir[ac]o and Mika Kivim[um]aki Using Templates in the Thematic Analysis of Text - Nigel King Using Data Matrices - Sara Nadin and Catherine Cassell Preserving, Sharing and Reusing Data from Qualitative Research - Louise Corti, Paul Thompson and Janet Fink Methods and Strategies Historical Analysis of Company Documents - Michael Rowlinson Ethnography - John D Brewer Case Study Research - Jean Hartley Soft Systems Analysis - Susan Walsh and Chris Clegg Reflections and Update Action Research and Research Action - Frank Heller A Family of Methods Co-Research - John Bennington and Jean Hartley Insider/Outsider Teams for Organizational Research The Future Conference - Fran Ryan
2,177 citations
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations