Data collection within case study research

Case studies are able to accommodate an extensive range of data collection methods. Potential data sources include (but not limited to) interviews, archival data, survey data, ethnographies, observations and physical artefacts (Baxter & Jack 2008; Eisenhardt & Graebner 2007; Yin 2009). The combination of multiple sources of data within case study research is advantageous, as it enables the exploration of phenomena through a variety of ‘lenses’ which helps the researcher to triangulate the data to reveal and understand the multiple facets of the phenomena studied (Baxter & Jack 2008). The concept of

triangulation is important within case study research, and the use of different perspectives to explore a phenomena provides ‘robust foundations for the findings and supports arguments for its contribution to knowledge’ (Farquhar 2012, p. 7). Within this research, data triangulation was achieved through the inclusion of interviews with multiple

participants within each social enterprise studied, as well as through the analysis of enterprise related documentation.

4.4.1 Interviews

The utilisation of qualitative research interviews is aligned with the interpretivist

philosophy underpinning this research. The purpose of qualitative research interviews is to yield insights from people regarding their experiences, opinions, feelings and knowledge (Patton 2002), and thus they are an effective method through which to gather rich, empirical data about a phenomenon (Eisenhardt & Graebner 2007). According to Keats (2000), interviewing is a particularly efficient means of collecting data when the research design involves an analysis of people’s motivations and opinions. Indeed, the use of subjective measures such as interviews are considered to be effective in capturing

perceptions that underlie decision-making processes within inter-firm partnerships (Austin 2000; Clarke & Fuller 2010; Davies 2009; Sakarya et al. 2012; Seitanidi & Crane 2009), as was the case in the present study.

When undertaking qualitative research, participants should be chosen according to their level of knowledge about the issues being explored, as well as their willingness to share this knowledge (Kumar et al. 1993). As such, the participants initially selected for

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each social enterprise. As key decision-makers, these individuals were considered most likely to have been involved within the process of establishing and maintaining

partnerships, and would therefore be able to provide the required insight into the decision- making undertaken by their social enterprise in relation to their collaborations with

businesses. Furthermore, as individuals holding positions of power within their enterprises, these participants were likely to have played a critical role in determining and managing enterprise’s responses to their multiple institutional logics (Greenwood et al. 2011; Thornton & Ocasio 2008).

A snowball sampling strategy was utilised within this research, which involved the gathering of research participants through the identification of an initial participant who was qualified to identify the names of other appropriate actors (Atkinson & Flint 2004; Farquhar 2012). In this study, key decision-makers were asked to provide the names of other individuals within the enterprise who were also directly involved in the management of the partnership and ongoing communication with the business partner identified

(normally divisional or program managers). Additional team members were sought due to the possibility that they would contribute complementary insights into the partnerships studied, adding richness to the data (Eisenhardt & Graebner 2007). Furthermore, sourcing multiple perspectives enhances the depth of information and insight into the partnership experiences and decision-making, whilst also minimising key informant bias arising from utilising the views of CEOs or managing directors only (Kumar et al. 1993). It should be noted, however, that despite the goal to interview numerous participants within each case, for Cases B and D, it was only possible to gain access to one participant. In Case B, attempts to access additional organisational members for interview were unsuccessful, whilst the CEO in Case D explained that due to ‘researcher fatigue’, other organisational members did not wish to be interviewed. A total of 10 interviews were undertaken between August 2012 and May 2013. The length of interview varied between 40 mins to 2 hours. A semi-structured interview format was adopted in this study, enabling the researcher to balance both structure and flexibility, and to adapt to new material and/or theory (Farquhar 2012). The semi-structured nature of the interview format ensured that interactions

remained focused upon broad concepts of research interest, however also allowed for individual perspectives and experiences to emerge (Patton 2002). Furthermore, the

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a response (Bryman 2004), actions thought to enhance the validity of the data (Barriball & While 1994).

To ensure that each interview was structured according to the key research themes identified within the literature review of social enterprise partnerships, an interview

schedule was developed. The use of a schedule is recommended within qualitative research, as it helps enhance the consistency of the interviewing process and facilitate cross-case comparability (Yin 2009). The schedule (see Appendix E) included a range of questions to be asked by the interviewer about past, current and future partnership decision-making, and also included probe questions that were asked so as to ensure deep exploration of each concept. As recommended by Farquhar (2012), the questions were structured logically and all attempts were made to use language familiar to participants. The questions were

designed to be open-ended so as to elicit as much rich detail as possible about partnership strategies and outcomes. Questions were developed according to the research questions outlined in Chapters 1 and 3.

To increase the dependability of the research, the interview schedule was provided to participants via email prior to being interviewed. Doing so enabled them to consider the questions outside of the interview context (Bryman & Bell 2007) and also gather any supporting documentary data that was to be shared with the researcher. Each interview was digitally recorded, and then transcribed verbatim by the researcher. Following the

interviews, reflective notes were recorded by the researcher in a research diary. A copy of the transcript was forwarded to participants for validation prior to use within the research, enhancing both the validity of individual accounts and the credibility and transparency of the research (Bryman & Bell 2007). A breakdown of the different participants interviewed within each case is provided in Table 3.

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Table 3 - Participants interviewed

Case Position

Case A

A1: CEO

A2: Divisional Manager A3: Former CEO

Case B B1: Operations Manager Case C

C1: Business Manager

C2: Sales Manager (primary contact for partner)

Case D D1: Founder/CEO

Case E E1: General Manager of Operations E2: CEO

Case F F1: Founder/Managing Director F2: Board member

4.4.2 Documentary data

As identified previously, case study researchers aim to incorporate a number of different data sources within their research, as doing so promotes an in-depth understanding of the phenomenon in question (Denzin & Lincoln 2005a). Each piece of data contributes to the research ‘puzzle’, and the convergence that occurs adds strength to the findings as the different strands of the data are braided together to achieve a deep understanding of the case (Baxter & Jack 2008, p. 554). Within this research, the insights of participants were complemented through the collection and analysis of secondary sources such as annual reports, website material and confidential partnership documentation.

4.4.2.1 Annual reports

The analysis of annual reports is particularly useful in business research as they help to develop a description and history of the organisation studied (Hussey & Hussey 1997). Within this research project, annual reports were collected for each enterprise studied for at least the three years prior to the research. Whilst it was acknowledged that these reports may contain bias (Farquhar 2012), their inclusion was nevertheless useful in helping the researcher to develop an understanding of the history and evolution of the enterprise, as

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well as to determine how the logics of the enterprise are conceptualised and communicated within external communication.

4.4.2.2 Website information

Documentary data were also collected from the websites of the social enterprises studied. Website data provided insights into the types of organisations within the enterprise’s partnerships networks, the degree of recognition provided by social enterprises of the support achieved from their partners. In order to record the data from the enterprises analysed, page content was printed and stored within the case study database.

4.4.2.3 Partnership documentation

In order to gain further insights into the partnerships studied, internal documentation relating to the partnerships was collected. The collection of such documentation was sought within all cases, however, only Case E was willing and able to provide such

documents. The documentation provided included a matrix that outlined different decision- making steps undertaken by enterprise management when considering partnership

opportunities that arose.