Data Collection Methods

In this study, two methods of data collection were employed – interviews with both senior management and employees, and a questionnaire to those employees who were not involved in the interviews. Nine senior managers of selected business areas were interviewed to discuss the management of intellectual capital. Eighteen employees were interviewed to gain an insight into their perspectives about knowledge sharing. To obtain a wider sample of employee views, 70 questionnaires, using the same questions as those asked in the employee interviews, were distributed to other employees in the selected business areas.

Interviews based on well crafted and, where appropriate, open-ended questions can serve as a critical source of evidence. It is important for the interviewer to be able to evaluate the responses during the interview, particularly to seek opportunities for further explanation. Key participants are often critical to the success of a case, as they not only provide the case investigator with insights into a matter, but can also suggest sources of corroboratory evidence and initiate access to these sources (Yin, 1994). The use of the questionnaire for non-interviewed staff was an efficient way to expand the scope of the research. It gave a level of anonymity not available to participants in the interviews and provided questionnaire participants the opportunity to freely express their views. Questions for the interview and questionnaire were drawn from the literature (see Table 3.1) and designed to encourage interviewees to talk about the various issues put to them.

Prior to commencing each interview, an Information Sheet providing details of the research and identifying the interviewer as a doctoral student at Massey University were given to each interviewee (Appendices III and IV). The Information Sheet also covered the issue of confidentiality of responses by participants. Agreement to interviewing taking place and the recording of the interview required a Consent Form (Appendix V) to be signed by each participant before commencement of the interview. To preserve confidentiality, participants are identified by a code when reporting the results. Issues relating to data security and access were addressed prior to commencement of the interview, and in accordance with the relevant Massey University policies. All interviews were tape recorded and transcribed by the researcher.

The research was undertaken in three parts:

Part I – interviews with senior management. To answer the central question relating to how intellectual capital was managed, 14 questions were asked of nine senior managers. The list of questions prepared for the interviews (Appendix I) acted as a guide for the interviewer to ensure that all points of the research were covered. The senior management interviews commenced with a structured question relating to the components of intellectual capital, with subsequent questions presented in an unstructured manner. This method is conducive to inviting and encouraging discussion, and provided the interviewer with the opportunity to explore issues as they emerged. The time allocated to each interview was approximately one hour.

Part 2 – interviews with 18 employees from various business areas. The time scheduled for each interview was 20 minutes, with questions that focused on knowledge sharing. The intention was to select two participants from most business areas, but where an area was too small to make a viable selection, additional participants were selected from larger business areas. Participants were selected in the following manner. Employees from the business areas having surnames starting with, or closest to, the letters „H‟ and „S‟ in the alphabet were selected. When more than one person‟s name matched the criteria, the first person in alphabetical order was selected.

The limitations of interviews as a source of data include the likelihood of an element of bias occurring as a result of subtle changes in the way in which questions are posed, and also in responses between interviewer and interviewee. Such events can affect results and it is important that researchers endeavour to mitigate the situation (Bordens and Abbott, 1991). To lessen the likelihood of bias, the researcher sought to ensure questions and reasons for them were fully

understood. In order to avoid misinterpretation of reactions to questions and the responses given, clarification of the views of the respondents was sought when appropriate.

Part 3 – survey of 70 employees, asking the same questions used in the employee interviews. The purpose was to gain a wider but less in-depth perspective on employee views. Participation in the survey was through self-selection on the basis of interest and willingness to participate in the research. The personal assistants to senior management in the various business areas were given the surveys. They notified employees of the survey and its purpose, and invited participants to take part. There was a risk of some bias occurring in the responses by self-selecting participants, in that their approach to responding to the questions may have been directed towards a positive or negative perspective. For the researcher, the responses from self-selecting participants provided the opportunity for opinions to be given in an anonymous situation. While the researcher must take cognisance of the possibility of bias, the responses have the potential to provide material that in other circumstances might not have come to light.

An Information Sheet (Appendix IV) identifying the researcher as a doctoral student at Massey University was attached to the 70 questionnaires for distribution to survey participants. An envelope addressed to the researcher was provided. Completed surveys were returned in sealed envelopes to the personal assistants who passed them to the researcher.