What we can learn from de-valued and marginalised work/research

Abstract

Purpose

The purpose of this paper is to reflect on how QROM has become an outlet that gives voice to de-valued and marginalised work/research and those who undertake it. The authors present an overview of the research published in the journal over the past ten years that has provided rich accounts of hidden and marginalised groups and experiences. The authors also summarise the unique contributions of the research covered in the special issue the authors co-edited on doing dirty research using qualitative methodologies: lesson from stigmatized occupations (volume 9, issue 3).

Design/methodology/approach

The authors adopt a literature review approach identifying key pieces covered in QROM that surface various forms of qualitative methods employed to illuminate the everyday practices of “Other” occupations, individuals and groups; experiences situated outside of the mainstream and often hidden, devalued and stigmatised as a result.

Findings

The authors conclude that the articles published in QROM have demonstrated that in-context understandings are critically important. Such studies offer insights that are both unique and transferable to other settings. A number of invisible or hidden issues come to light in studying marginalised work/ers such as: the hidden texts, ambiguities and ambivalence which mark the experiences of those marginalised; that stigmatised work/research is embodied, emotional and reflexive; and, that expectations of reciprocity and insider-outsider complexities make the research experience rich, but sometimes uncomfortable.

Originality/value

The authors review the research published in QROM over the past ten years that contributes to understandings of work, research and experiences of those who are often de-valued, silenced and marginalised in mainstream business and management studies.

Citation

Grandy, G., Simpson, R. and Mavin, S. (2015), "What we can learn from de-valued and marginalised work/research", Qualitative Research in Organizations and Management, Vol. 10 No. 4, pp. 344-349. https://doi.org/10.1108/QROM-07-2015-1310