Qualitative and Quantitative Approach in Articles - Coursework Example

Compare Two Article (See Attachment) Table of Contents Journal Summary Sheet 3 2. Comparative Analysis of the Methodology Used in Each Article 3 3. Main Conclusions of Each Article 5 4. Similarities and Differences between the Two Articles 7 References 9 Appendices: Journal Summary Sheet 10 Appendix 1: Journal Article “Organisational Culture: An Exploratory Study Comparing Faculties’ Perspectives within Public and Private Universities in Malaysia 10 Appendix 2: Journal Article “Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon” 11 1. Journal Summary Sheet Refer to Appendices Section 2. Comparative Analysis of the Methodology Used in Each Article The methodology used in the research article “Organisational Culture: An Exploratory Study Comparing Faculties’ Perspectives within Public and Private Universities in Malaysia” (article 1) is both qualitative and quantitative in nature. In the context of qualitative research methodology, the study has used several research articles relevant to its core objective. It also involved the use of certain theoretical frameworks such as “Hofstede’s five cultural dimensions” (Ramachandran & et. al., 2011). The other article considered in the study is “Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon” (article 2). This particular study also involves the presence of both qualitative and quantitative approach of research methodology. In terms of qualitative study, article 2 involved in the procedure of data collection through the review of several research articles. However, in this research article, there are no such evidences of application of any sort of theory or model (Black, 2013; MacIntosh & Doherty, 2007). Both the aforesaid articles witnessed the application of quantitative research methodologies. These quantitative research studies in both the articles involved the use of questionnaire for the purpose of gathering primary data from different respondents. In this regard, relating to the research article 1, data has been mainly collected through the framing of a questionnaire, which is specifically designed for two categories including private and public sectors. These involved 547 respondents (Ramachandran & et. al., 2011). On the other hand, in article 2, primary data in the form of questionnaire was mainly collected from the respondents of five different fitness clubs. In this approach, 113 individuals have responded to the questionnaire out of 250 targeted participants (MacIntosh & Doherty, 2007). In this study, questionnaires were sent to 250 clients through mails and out of which 113 of them responded effectively and provided valid responses (MacIntosh & Doherty, 2007). From a contrastive perspective, in article 1, the 547 respondents exclusively involved the faculty members of different higher educational institutes, comprising both public and private. In this study, data was collected by contacting with them through telephones or mail (Ramachandran & et. al., 2011). Furthermore, in article 1, the methodology also involved the presence of a pilot study amid 20 respondents. The reason behind the conduct of pilot study is to determine the appropriateness and readability of the survey. Based on the pilot study conducted by the researchers, an attempt was made to modify the desired and appropriate methods for conducting an appropriate questionnaire survey. This is prominently observed in some of the lexical changes in the questionnaire. The questions are modified for easy understanding to the respondents. The questions were also framed for specific response relevant to the objectives of the study (Ramachandran & et. al., 2011). In contrast, relating to article 2, a pilot test was also conducted amid 9 club members. However, unlike in article 1, article 2 did not require for any change or modification after the pilot study. Besides, none of the respondents have recommended for a change in the survey process or in the questionnaire (MacIntosh & Doherty, 2007). Another major difference noted in the methodology section of the two articles is about close ended scaling range. The researchers of article 1 have used five point scaling range (Ramachandran & et. al., 2011). On the other hand, the researchers of article 2 have used a seven point scaling range, making the research outcomes of the study reliable as compared to article 1 by a considerable level (MacIntosh & Doherty, 2007; Parker, 2000). 3. Main Conclusions of Each Article The research study (article 1) concluded that there exists distinct sorts of organisational culture in the higher educational institutes including both private and public sector. The formation and most importantly the maintenance of these organisational cultures greatly aid the higher educational institutes to reduce the organisational process gaps (Ramachandran & et. al., 2011). Moreover, in the study of Ramachandran & et. al. (2011), it can be ascertained that certain recommendations have been made to the higher education institutes of public sector to reduce the hierarchical organisational culture and promote adhocracy, clan and market culture as the major attributes for cross-learning. The research study also concluded that there are few educational organisations that adapt cultural innovations comprising both private and public institutions. These organisations perceive the risk of organisational failure due to change in the internal culture. In this regard, the researchers have recommended of a gradual change to be made in the organisational culture (Ramachandran & et. al., 2011). The researchers have also proposed of undertaking a decisive step by the Malaysian Ministry of Higher Education (MOHE) in order to promote partnership amid the public and private higher educational institutes. The researchers have also recommended to both the forms of educational institutes to incorporate research and teaching as the core activities in their respective operational mechanisms (Ramachandran & et. al., 2011). In this regard, Ramachandran & et. al. (2011) proposed in the study (article 1) that MOHE should support the private higher educational institutes for developing the research and operational activities. Furthermore, it is concluded that the adaptation of the proposed recommendations would lead towards higher educational development in Malaysia. Moreover, these would subsequently benefit all the stakeholders of these institutions in the form of developing the approach of cross-learning (Ramachandran & et. al., 2011). On the other hand, the research study (article 2) concluded that the selected fitness organisations deemed to form, develop and maintain higher level of effective communication with their respective clients. This certainly influences the clients to provide positive feedbacks regarding the internal culture of the organisations. However, there also lay certain negative responses from the clients. In this regard, the researchers have suggested of developing these organisations to improve the clients’ perceptions in the form of promoting innovation, trust and effective communication (MacIntosh & Doherty, 2007). Moreover, the study also revealed the importance of top management individuals in developing the internal values of an organisation. This influences the external stakeholders to perceive a superior organisational image. The researchers have also recommended to the fitness managers to integrate an internal cultural development process within the organisations that would certainly influence the employees to maintain better interrelation with the clients (MacIntosh & Doherty, 2007). The concluding remarks of the study also suggest the use of several marketing tools by the fitness organisations to communicate effectively with the potential clients (MacIntosh & Doherty, 2007). The study (article 2) also creates the opportunities for other readers to conduct researches on different attributes that are relevant to the operational types of fitness organisations. These include public, private, women only and co-ed among others (Alvesson, 2012; MacIntosh & Doherty, 2007). 4. Similarities and Differences between the Two Articles There are certain similarities between the two selected articles. One of the major similarities of the two articles is regarding the core theme of both the studies, which is about organisational culture. Moreover, in terms of similarities, it is also observed that both the research studies have incorporated qualitative as well as quantitative approach of research methodologies to reach into a valid conclusion. Justifiably, both the research articles have conducted a pilot study through the design of questionnaire wherein small number of respondents has been duly considered. More importantly, both the research studies have the access to reach into the respondents through the use of certain sources. For instance, in article 1, the access to the respondents was made through contacting different higher educational institutes by mails or any other method (Ramachandran & et. al., 2011). Similarly, in relation to article 2, the access to the respondents was made through contacting different fitness clubs of different cities through the above stated modes. Apart from these, another major similarity between the two articles can be ascertained as the objectives of the researchers involved. This can be justified with reference to the fact that both the research studies have the objective of improvising organisational culture with the intention of attaining predetermined objectives in long term (MacIntosh & Doherty, 2007). Apart from ascertaining certain similarities between the two articles related to organisational culture, there also lay several differences amid them. In this regard, one of the major differences is that article 1 has focused on both internal and external cultures. On the other hand, article 2 has primarily concentrated on the internal organisational culture. In article 1, there has been a significant contribution of Hofstede’s cultural dimensions theory (Ramachandran & et. al., 2011). However, in article 2, there were no such evidences of the application of any theory related to organisational culture. Moreover, article 1 is exclusively concentrated on understanding the organisational cultures within higher educational institutes, while article 2 focussed on fitness organisations (Ramachandran & et. al., 2011; MacIntosh & Doherty, 2007). Considering the different sectors as depicted in the two articles, the respondents in both the articles were also dissimilar. Justifiably, Article 1 comprised faculty members as the respondents, while article 2 constituted club members as the exclusive respondents (MacIntosh & Doherty, 2007). Furthermore, article 1 has primarily concluded about the need for support from MOHE in order to develop educational institutions within Malaysia and develop cross-learning mechanism. The article suggested of the private public partnership for better organisational culture development (Ramachandran & et. al., 2011). On the other hand, article 2 in its concluding lines primarily focussed on the need for improved internal and external communication within an organisation. It suggested the need of employee participation in strengthening the relation with the clients. This subsequently leads towards the improvement of the organisations’ image from the perspective of the external stakeholders (Schein, 2010; MacIntosh & Doherty, 2007). References Alvesson, M., 2012. Understanding Organizational Culture. SAGE. Black, R. J., 2013. Organisational Culture: Creating the Influence Needed for Strategic Success. Universal-Publishers. MacIntosh, E. & Doherty, A., 2007. Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon. Sport Management Review, Vol. 10, pp. 45-64. Parker, M., 2000. Organizational Culture and Identity: Unity and Division at Work. SAGE. Ramachandran, S. D. & et. al., 2011. Organisational culture An exploratory study comparing faculties’ perspectives within public and private universities in Malaysia. International Journal of Educational Management, Vol. 25, No. 6, pp. 615-634. Schein, E. H., 2010. Organizational Culture and Leadership. John Wiley & Sons. Appendices: Journal Summary Sheet Appendix 1: Journal Article “Organisational Culture: An Exploratory Study Comparing Faculties’ Perspectives within Public and Private Universities in Malaysia READING EXERCISE What was the title of the article? “Organisational culture: An exploratory study comparing faculties’ perspectives within public and private universities in Malaysia” What did the abstract suggest its objectives and outcomes were? Objective The prime objective of the paper is to comprehensively study the organisational culture in public and private higher education institutions (HEIs) from the viewpoints of the faculties. Outcome The research study highlighted underlying differences prevailing between private and public HEIs with respect to four types of organisational culture including adhocracy, clan, hierarchical and market. What were the key points in the literature review? One of the key points noted in the literature review include the application of Hofstede’s Cultural Dimensions in determining the difference between private and public HEIs. Moreover, four hypotheses of organisational culture such as the consistency hypothesis, the mission hypothesis, the involvement/participation hypothesis and the adaptability hypothesis can be regarded as the other key point of the study as depicted in the section of literature review. What was the methodology? The methodology involved in the study includes both qualitative and quantitative. Qualitative data includes the data collection from several articles. On the other hand, quantitative method includes data collection from 594 faculty members through questionnaire survey. What were the key conclusions? The understanding of the differences in the organisational culture between private and public HEIs would lead towards reduction in the gap persistent in the organisational process. Appendix 2: Journal Article “Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon” READING EXERCISE What was the title of the article? “Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon” What did the abstract suggest its objectives and outcomes were? Objective The prime objective of the study is to determine the external perceptions of an organisational culture from the perspective of clients in Canadian fitness industry. Outcome The major outcome of the study is determined as the relation persisting between the organisational cultures and clients’ satisfaction. What were the key points in the literature review? Organisation culture impacts employee performance and growth, which in turn, affects the organisational image. What was the methodology? The research methodology involved both qualitative and quantitative study. The qualitative study involves data collection from several secondary research articles. On the other hand, quantitative study engaged collecting data through questionnaire from the clients of five different clubs. What were the key conclusions? The external perception of organisational culture by the clients supports the firms to establish effective communication. This subsequently leads towards innovation and product modification in the fitness industry. Read More