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LONGITUDINAL FIELD RESEARCH ON CHANGE: THEORY AND PRACTICE*

by Andrew M Pettigrew
Longitudinal Field Research on Change Pettigrew Source: Organization Science ()
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Abstract

JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Organization Science. This paper reveals the author's theory of method for conducting longitudinal field research on change. The paper also discusses a range of practical problems in carrying out time-series research in organisational settings. The practical problems include dealing with time in longitudinal research; issues of site selection; choices about data collection and degrees of involvement; the importance of clarifying research outputs, audience, and presentation; and finally handling problems of complexity and simplicity associated with longitudinal compara-tive case study research on change. The paper concludes by discussing some ethical issues of longitudinal research field research, and managing a community of researchers.

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