Case study protocol

There are various aspects included in a case study protocol: interview protocol, processes and the overall guidelines (Yin, 2009). A vital element of a case study protocol is the interview protocol and this has been used to answer the four research questions and expedite the analysis.

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There is a direct involvement of the interviewer and interviewee in dialogue either physically (in person) or via the telephone. It is also worthwhile to elucidate the importance of the semi- structure interview as it has been used successfully in so many studies and is appropriate for use in this study (Bowling, 2009). This type of interview avails the researcher the opportunity of inquiring after more explanation from the interviewees, especially when an interpretivist approach is being adopted, where it is important to understand how the participants attribute meanings to certain phenomena (Robson, 2002; Saunders et al., 2012). This is in line with the aim of this research, which seeks to understand the transfer of practices from EMNCs to their subsidiaries in Nigeria. However, face-to face interview is time-consuming and expensive, but this is rewarded hugely by the reliability of data in contrast to mail survey (Anderson et al., 2001). Furthermore, interviews were considered as the depth of data is more important than the vastness of it. In studying the process of transfer under different themes, depth of data is required from respondents to understand this clearly. Additionally, interviews provide an avenue to develop a relationship with the respondents, which would allow for honest responses, and this would create a platform where respondents could be consulted later in the future in the course of the research for further clarification. For interviews to be successful, strong interpersonal skills are required.

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Figure 3.2 illustrates the process of conducting the interviews.

Figure 3.2: Interview Procedure

Source: Developed for the study

Firstly, it is important to understand what information was required for the study which is based on the study’s objective. There are predominantly two approaches: approaching the study without an unanticipated presumption (Eisenhardt, 1989) or adapting or corroborating an operational theory (Yin, 1994). If the study is conducted without unanticipated presumption, this would lead to more open-ended conversation within an area to steer interviews. Given the approaches, many studies within the research area were reviewed prior to the interview session so that conversations would be more coherent. In the course of this study, studies within this area were reviewed for the researcher to be acquainted with prior studies; however, this study was approached without preconceived views.

Secondly, instruments for this study were developed whilst reviewing other studies successfully conducted within this area. This was a rather uphill task to fulfil as most studies rarely provided their interview schedule. This would have been useful to provide a guideline for the interviewer, so as to stay on course and serve as a basis for result comparison across different cases.

Establish the objective of Information

Set up instruments for interview Case selection Encourage the involvement of respondents Administer interviews Interview analysis

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Thirdly, the cases and the respondents were selected. This was not easy as cases were limited in the area being investigated. Different search engines and databases were employed to select the case companies. It was quite challenging to find subsidiaries of MNCs from emerging countries that are operational in Nigeria and this was due to the benchmarks set for the study; such as: parent country, an existing HR department and the legal position of the subsidiary.

In this research, the choice of the MNCs was based on the benchmark set, as mentioned previously, and also how accessible they were. In order to facilitate access to respondents, previous contacts were established via social media and were followed up via personal contacts including colleagues, family and friends. Respondents were contacted personally through introductory emails and phone calls to ascertain their willingness to be a part of the study and understand their level of knowledge. Also, an introductory letter from the university was provided to enhance the credibility of the researcher; alongside this letter was a confidentiality letter also attached.

In administering the interview, it was important for the interviewer to be familiar with the interview schedule so that it is not referred to constantly in the course of the interview. The interview environs must be conducive enough so the respondent is comfortable during the interview. Most respondents are not comfortable with tape recording; however, this has to be done for the sake of the study so that responses are transcribed and collated later. The interview begins with exchanging pleasantries and giving a brief synopsis of what the study is about and its importance. A reassurance of confidentiality is suitable at this point; also the respondent is told that a copy of the interview would be provided after transcription. All interviews were conducted in English so as to ensure language uniformity and to avoid pitfalls resulting from translation.

Eventually, an interview analysis was conducted. Hand-written notes were taken as soon as the interview was concluded so that observations and thoughts were not forgotten. Also, some answers were recorded in spread sheets as this would help in a comparative analysis. Yin (1994) also put forward the view that that every interview is kept in a database for cases and this consists of the transcript, notes taken, company documentation and so on; this is to ensure consistency internally, bearing in mind the respondent’s position and responsibilities. A comparison could be made on the responses of the respondent with published reports and articles written on the organisation. In some cases, unexpected responses may exist. A column should be provided for these unexpected responses in the coding sheet.

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The interview schedule begins, in part A, by asking some general questions that would provide personal information about the interviewee; these questions relate to their nationality, interviewee's position and grade, duration in the current position/company, duration in relevant profession (both in Nigeria and elsewhere), academic background and the number of people they managed.

The second part provides an overview of the EMNC. This includes the vision, mission, location, size and their business strategy.

In part B, information regarding the business and HR strategy of the subsidiary was gathered. Questions about the size, structure, business strategy, HR department activities and function, how HR policies are set, other functional departments related to HR and communication process with the HQ were asked. This was to understand the nature of the HRM in the subsidiary and the role of HR. Furthermore, data was collected from a wide range of issues: recruitment and selection, compensation, training and development, performance management, allocating HR responsibilities between the different levels of management and workforce communication technique.

Parts C and D of the interview schedule are aimed at analysing the process of integration of HRM knowledge, policies and practices into their subsidiaries in Nigeria. Questions concerned the structure of the parent company, decision making process, parent–subsidiary relationship, methods of communication, place of subsidiary managers in decision making, extent of subsidiary dependence on PC and control/coordination strategies of the PC.

Part E evaluates the factors that may have influenced the transfer of HRM in the EMNCs’ subsidiaries. Views on host country effects were explored; within this, the views of local formal and informal institutions were investigated. This would provide useful information regarding the extent of convergence or divergence of HR policies and practices in the Nigerian subsidiaries.

The last part examined the role of the HR department in the process of transfer and integration of HR policies and practices.

In table 3.6, it is noteworthy that the different sections noted were related to the research question. These questions put together provide insight to the research as a whole. Questions when looked at independently may not relate to the research problem. The questions were asked to obtain the necessary data from all the sources in order to satisfy the objectives of the study outlined in chapter one. From a methodological perspective, the

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questions outlined fit with the literature review, objectives and the methods chosen to seek out the data to satisfy the objective of the study.

Table 3.7 Research questions in interview schedule

Research questions Questions in the

interview schedule

To what degree do HRM practices of the subsidiary resemble that of the parent company and the host country practices?

Parts A and B What is the process of the transfer of HR practices into the subsidiary

and what mechanisms are used?

Parts C and D What are the influencing factors in the transfer of HR practices? Part E

What is the role of the subsidiary HR in the transfer of HR policies and practices?

Parts B and F

Source: Developed for the study