The Use of Focus Groups for Data Collection in Management Research - Literature review Example

Focus Groups Name Course Lecture Date Introduction Many definition of the Focus group exist. Generally, a focus group is described as an interview conducted in small groups of between 6 and 12 people (Blackburn and Stokes 2000). Focus groups are unique from other methods of research as there is a discussion of the concepts under investigation. Focus groups are alternatively known as group interviews or focus interviews. Focus groups are flexible research methods. The interviews can either be structured or unstructured. According to Blackburn and Stokes (2000), focus groups can either be used as standalone research techniques or in combination to with other research methods to triangulate results. The latter application is more common as focus groups interview are used to corroborate quantitative data. According to Blackburn and Stokes (2000), the data collected in focus groups is inaccessible using other methods of data collection. In the views of Sandura and Williams (2000), triangulation is necessitated by the inherent shortcomings in any chosen research method. Without corroborating evidence the final research evidence is limited. Sandura and Williams (2000), argue that the use of multiple methods in the same study increase the external validity of the results that are obtained. Most notably, focus groups are widely applied in coming up with research hypothesis, evaluating research methods and interpreting collected research data. There are claims that focus groups are merely techniques to prepare the way for other research methods and are ineffective as standalone research methods. In management and marketing research focus groups are used to investigate employee and customers feelings and perceptions of organizations decisions. This paper critically evaluates the role focus group interviews play in management research. The paper analyzes how three management articles apply focus groups to come up with new knowledge in management research. Selected Articles Blackburn, R & Stokes, D 2000, Breaking Down the Barriers: Using Focus Groups to Research Small and Medium Sized Enterprises, International Small Business Journal, Vol. 19, No.1, pp 44-67, 2000 Barry, ML, Steyn, H, & Brent, AC 2009, The use of focus group technique in management research: the example of renewable technology selection in Africa, Journal of Contemporary Management, Vol. 6, pp, 229-240 Holton, E. F. (1995). College graduates' experiences and attitudes during organizational entry. Human Resource Development Quarterly, vol. 6, no. 1, pp. 59-78. Advantages of focus groups According to Morgan (1998), the extreme flexibility of focus groups as a data collection methodology is a major advantage. Gibbs (1997) notes that focus groups offer the researcher an opportunity to explore groups shared understanding of a phenomenon. Blackburn and Stokes (2000) aimed to gain insight from small business owners of various issues in the management of their businesses. In particular, Blackburn and Stokes (2000) sought to know how managers felt about the introduction of the Euro currency and its affects on their businesses. Through focus groups ideas generation are aided by participants, and with focus being on the group ideas are spontaneously generated from group interactions. According to Stewart and Shamdasani (1990) focus group help in investigating how participants conceive certain phenomenon and “ the language they use to describe them”. Blackburn and Stokes (2000) note that group security enable participants to open up “about their views, feelings and experience”. In contrast, in individual interviews the focus on individuals limits their contribution to ideas. According to Blackburn and Stokes (2000), the anonymity of focus groups lead participants to be more candid as what they say cannot be associated with them in future. This is particularly important if individual are contributing on sensitive issues within the organization. For example research about how employee feel about the leadership qualities of their superiors is sensitive and most employees would not open up in individual interviews (Holton, 1995). The suitability of focus Group technique in the exploratory phase of research is also one of its advantages. According to Barry, Steyn and Brent (2000), their decision to use focus group was based by its suitability for their exploratory study. The researchers decided to use the focus group method as a dataset to base their study was lacking. Some authors claim that focus group is a cheap and cost effective way of conducting management research. Using focus groups one gets instantaneous response which is not always possible through some other research methods. Mailed questionnaires for example take months to receive responses. In Blackburn and Stokes (2009), the researchers were able to obtain reaction of business owner-managers to various government policies like the introduction of the Euro. However, it is hard to explain how focus groups are a cheaper data collection technique. Furthermore, organizing focus groups for people who are not in the same geographic location is also expensive and time consuming. Blackburn and Stokes (2000) had a difficult time getting small business owners in the same place for the focus groups. In contrast, researchers in the same organization can quickly and cost effectively organize focus groups as employee are mostly found in the same location. Possible Disadvantages Focus groups also have some inherent disadvantages. First, it is clear that a participants detailed account is sacrificed for the benefit of gaining a shared understanding of a phenomenon which is influenced by the “group effect” (Blackburn and Stokes 2000). Secondly, some participants are uncomfortable while working and feel intimidated while offering their views (Ouimet et al 2004). Thirdly, some individuals may dominate the group’s discussion; this may mean the results reflect the views of one person and not the whole group. Furthermore, the moderator may not give equal opportunities for all individual in the group to speak. Moreover, some moderators limit the group’s discussion to a preconceived agenda. In contrast, focus group discussions may stay off the topic as the researcher has lesser control over data than in other methods of research. The open-ended nature of focus groups discussion is the main reason why most moderators are unable to control participant responses According to Blackburn and Stokes (2000), it is important for researchers who use focus groups to understand these inherent weaknesses of focus groups. Blackburn and Stokes (2009) pose the question; whether focus group moderators can mitigate these disdadvantages or focus groups are an inherently unreliable method of conducting management research. From a positivist perspective the unrepresentatives samples gained from focus groups make it impossible to generalize focus group data. However, individual interviews have the same inherent disadvantages. Barry, Steyn and Brent (2000) argue that the weaknesses of focus group as a research method can be mitigated by the moderator. They point out that a skilled moderator can easily overcome the problem of dominating participants and reluctance by some to contribute to the debate and result in reliable data collection. Rigorous data analysis is another way to mitigate the problems of unreliable data in focus group discussion. Furthermore, other research methods can be used to corroborate the data collected through focus group discussions. Role of Moderator Most literature on the topic agrees that the success of focus group as a method of data collection depends on the moderator. Barry, Steyn and Brent (2000), and Blackburn and Stokes (1999) agree that without a competent moderator focus groups discussion will stray from the research agenda. Blackburn and Stokes (1999) clearly explain the role the moderator in their research in ensuring the focus group collected reliable and relevant data to the research question. According to Gibbs (1997), the moderator outlines discussion topics and controls the overall direction of the ensuing conversation. It is their responsibility to probe for participants views of the phenomenon under discussion. The moderator must show empathy while at the same time maintaining distance from the conversation and being objective (Barry, Steyn and Brent 2000). The moderator should only interrupt the discussion to prevent the conversation from drifting, to probe deeper or to move, otherwise he/she should let the conversation flow freely. Furthermore, he should make sure all the items on the agenda are covered within the time allocated for the focus group. While starting off the agenda, the moderator should strive to put the participants at ease (Gibbs 1997). When the participants are at ease they are more likely to be active in the debate. As discussed earlier, it is important for the moderator to ensure discussion is not dominated by one participant. Everybody within the whole group should be heard as their views are important in the overall results. In recognition of the important role of the moderator, researchers should train their focus group moderators the important social and technical skills to ensure effective collection of data from focus group participants. Conclusion The focus group technique is one of the most suitable methods of collecting data in management research. As suggested by Blackburn and Stokes (2009), and Barry, Steyn and Brent (2000) it is preferable to corroborate focus group results with data collected through other research methods. Barry, Steyn and Brent (2000) outline the suitability of focus group discussion in the exploratory phase where it is used t design research hypothesis. All three articles outline areas where focus groups can be used to collect indepth insights of managers, employees and students in management contexts. Most importantly, the moderator in focus groups discussion should have a good understanding of the methods inherent weaknesses and how to mitigate them while conducting the focus group discussion. References Barry, ML, Steyn, H, & Brent, AC 2009, The use of focus group technique in management research: the example of renewable technology selection in Africa, Journal of Contemporary Management, Vol. 6, pp, 229-240 Blackburn, R & Stokes, D 2000, Breaking Down the Barriers: Using Focus Groups to Research Small and Medium Sized Enterprises, International Small Business Journal, Vol. 19, No.1, pp 44-67, 2000 Gibbs, A 1997, ‘Focus Groups’, Social Research Update, 19, Winter, Department of Sociology Holton, E 1995, College graduates' experiences and attitudes during organizational entry. Human Resource Development Quarterly, vol. 6, no. 1, pp. 59-78. Morgan, DL 1989, Focus Groups as Qualitative Research, Qualitative Research Methods Series 16, Sage, London. Ouimet, JA, Bunnage, JC, Carini, RM, KUH, GD & Kennedy, J 2004. Using focus groups, expert advice and cognitive interviews to establish the validity of a college student survey.Research in Higher Education, 45(3):233-250. Sandura, TA & Williams. EA 2000. Research methodology in management: Current practices, trends and implications for future research, Academy of Management Journal, 43(6):1248-1264 Stewart, DW and Shamdasani, PN 1990, Focus Groups Theory and Practice, Sage, London. Read More