Basics of qualitative research: Grounded theory procedures and techniques

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Qualitative research for education: An introduction to theories and methods

Theory in Practice: Increasing Professional Effectiveness

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.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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The Precariat. The New Dangerous Class

Workplace hazard identification and management: The case of an underground mining operation

Qualitative researchers are compelled to use their personal judgements before, during and after interviews, particularly when their interview subjects are drawn from vulnerable groups. This paper discusses the dilemmas qualitative researchers encounter when collecting data that is ethically 'sensitive'; and situates the discussion in the realm of the Australian Occupational Health & Safety (OH&S) legislative requirement of 'duty of care' using the Rapidly Degenerative Neurological Diseases Pilot Program in Western Australia as the case example. The paper is focussed upon the practicalities and ethical concerns of the researchers conducting qualitative data collections. The discussion seeks to provide practical reflections on lessons learned and suggestions for self-care practice for researchers in the field and calls for policies that instruct and protect them.

Qualitative social research: a risky business when it comes to collecting ‘sensitive’ data:

Purpose – The purpose of this paper is to explore the merger of two large State departments and the cultural change program orchestrated by the Human Resources (HR) department. This study reveals the instrumental role played by some managers who accelerated the cultural change process through utilising formal and informal agencies of change in their management roles.Design/methodology/approach – The paper explores a two‐year investigation of a major State organisation trying to reshape the culture and values of the organisation after a politically determined merger. This paper reviews the context for this change process, the associated concepts from the literature, and adapts Gidden's Structuration Theory to provide a model of manager action during the change process that may also be used to explore subsequent change practices.Findings – The findings from the sequenced phases of data collection provide new evidence from a strategic HR perspective of the multiple ways managers act to embed a culture change...

Managers as change agents: implications for human resource managers engaging with culture change

The war for talent, whereby skilled workers move between countries, continues to remain a global issue. This paper is informed by the human resource management (HRM) literature on global careers of skilled migrants and their cross-cultural adjustment and well-being. These literatures draw on human capital theory to understand skilled migration. In this paper, a case study of Western Australia's answer to addressing skills shortages by employing skilled migrant workers through temporary skilled migration schemes (employer-sponsored) situates the discussion within the role of HRM. Temporary skilled migrants are vulnerable in that they can experience a number of stressors, including long periods of separation from their loved ones, commencing a new job in an alien environment and resettlement tasks. The paper makes a contribution in utilising Al Ariss and Syed's (2011) model of human capital drawing on social, cultural, economic and symbolic forms of currency for temporary skilled migrants. This group is not...

Susanne Bahn

Papers

Workplace hazard identification and management: The case of an underground mining operation

Qualitative social research: a risky business when it comes to collecting ‘sensitive’ data:

Managers as change agents: implications for human resource managers engaging with culture change

Managing the well-being of temporary skilled migrants

Evaluation of the mandatory Construction Induction Training program in Western Australia: Unanticipated consequences