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Teaching qualitative research methods: I'm beginning to see the light

Michael Humphreys (Nottingham University Business School, Nottingham, UK)

Qualitative Research in Organizations and Management

ISSN: 1746-5648

Article publication date: 1 September 2006

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Abstract

Purpose

The purpose of this paper is to explore some of the problems of teaching qualitative research methods to large culturally‐mixed groups of postgraduate business school students.

Design/methodology/approach

After a consideration of some current relevant pedagogical issues the author presents an autoethnographic account of his own parallel experiences of teaching qualitative research methods and learning to play a musical instrument. Emotional aspects of teaching and learning are highlighted in an analysis of the dynamic interaction between the two activities. This is presented as an example of how the “use of learning stories” can increase sensitivity to the anxieties of students.

Findings

Finds that the core of the argument lies in the value of self‐reflexivity to the business school teacher and that looking inward at personal learning experiences is invaluable for informing current and future teaching practice. Recent learning experiences seem to have the most potential and learning something that is found difficult may be the richest source of empathy and insight.

Practical implications

It is argued that reflexive analysis by research‐methods lecturers of their own learning experiences can develop synergies which would not only improve the effectiveness of their teaching but also enrich the learning experience of their students.

Originality/value

The paper is an attempt to generate some original ideas about teaching research methods in business schools via a mix of autoethnography and music. The core of the argument lies in the value of self‐reflexivity to the business school teacher.

Keywords

Citation

Humphreys, M. (2006), "Teaching qualitative research methods: I'm beginning to see the light", Qualitative Research in Organizations and Management, Vol. 1 No. 3, pp. 173-188. https://doi.org/10.1108/17465640610718770

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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