To read this content please select one of the options below:

A researcher's tale: dealing with epistemological divergence

Janet Bryant (Swinburne University of Technology, Lilydale, Australia)
Barbara Lasky (Swinburne University of Technology, Lilydale, Australia)

Qualitative Research in Organizations and Management

ISSN: 1746-5648

Article publication date: 20 November 2007

1621

Abstract

Purpose

The paper's purpose is to explore a theoretical and methodological dilemma.

Design/methodology/approach

Commencing doctoral research, and committed to an orthodox grounded theory approach, a unique story was uncovered which, to do it and the research justice, required an alternative form of representation. Intuition decreed that this should be narrative. However, grounded theory and narrative entail epistemologically and ontologically incommensurate paradigms. The paper seeks to consider whether inclusion of the unique story would compromise, or subvert, the already emergent grounded theory. An exploration of the relationship between different epistemological and ontological traditions is also to be made, based on the assumption that method “slurring,” and a more eclectic approach to using incommensurate paradigms, may be valuable.

Findings

In transcribing and coding data using strictly orthodox grounded theory methods, the researcher runs the risk of “stripping” the research story of some critical dimension(s). However, combining a narrative approach with that of grounded theory, the paper allows for the representation of an atypical “Maverick” case, along‐side other more typical cases.

Originality/value

The paper points out, to the early career qualitative researcher in particular, that it is legitimate to combine seemingly incommensurate methodologies, notably where not to do so would result in the loss of enriching and powerful insights into basic social processes.

Keywords

Citation

Bryant, J. and Lasky, B. (2007), "A researcher's tale: dealing with epistemological divergence", Qualitative Research in Organizations and Management, Vol. 2 No. 3, pp. 179-193. https://doi.org/10.1108/17465640710835346

Publisher

:

Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

Related articles