Introduction to the research method

The earlier discussion in this Chapter provides the conceptual framework for this research. After undertaking a literature review it was discovered that there are a number of gaps in the literature relating to warehouse decision-making by transport companies. Based on these gaps appropriate research questions were developed to provide data regarding the research problem.

The research methodology represents the development of the logic of the research process used to generate theory. It thus refers to the procedural framework within which the research is conducted. The aim of this research is to be rigorous, systematic, integrated and focused in answering the research questions.

The following sections explain the research method adopted by reviewing the process step by step. This includes the research overview; the selection of the research method; the development of the structured interview protocol; case studies; data collection and analysis. The sequence of the research process is shown in Figure 5 below.

This research commenced with a wide ranging literature review that is summarised in Chapters 2 and 3. This review of the literature continued all through the project, continually monitoring developments in academic and professional journals during the course of the research project. The phenomenon being researched dictates the terms of its own dissection and exploration. Since this study focuses on “how”, “what” and “why” questions about a contemporary set of events and addresses a process not yet thoroughly researched, multiple case studies was the logical methodology (refer Section 4.5). The best way to respond to the research questions was by the use of multiple case studies that would meet the replication requirements. An alternative to historical case studies might be direct and impartial observation on “live” projects but in such a situation there are difficulties in the identification of organisations that may currently be going through a location search process and, secondly, the level of resources required to track a number of such projects even if they could be identified.

Yin (2003) defines case study as an empirical inquiry that investigates a contemporary phenomenon within its real life context especially when the boundaries between phenomenon and context are not clearly evident.

Figure 5: Overview of the research method

Yin goes on to discuss the use of case study when the researcher specifically wants to cover contextual conditions that may be highly pertinent to the study. The aim of case studies is to reach a fundamental understanding of structure, process and people involved in the phenomena

Conclusions (Chapter 7) Literature Review (Chapter 2 and 3) Problem definition Conceptual Framework (Chapter 4) Research process Population Identification (Chapter 4) Research questions Questionnaire development In depth interviews Case reports

Individual case reports

(Chapter 5)

Cross-case analysis

being studied. Case studies can be either to test existing hypotheses or to discover new hypotheses ranging from single to multiple cases being purely qualitative or combined qualitative and quantitative (Yin, 2003, Silverman, 1998).

This research adopted multiple case studies because they allow the analysis of data across organisations, which enables the identification of context specific constraints in the location decision process. Miles and Huberman (1994) note that multiple cases adequately sampled provide understanding and explanation as they help point out specific conditions under which a finding will occur and also help to form more general categories of how these conditions may be related. In this way, a multiple case study design allows for replication logic in which each case study serves to confirm or disconfirm inferences drawn from previous ones (Yin 2003). Another advantage of multiple case studies is that the evidence from multiple cases is considered more compelling and the study may be regarded as being more robust.

A protocol for the case studies was developed to ensure consistency of information and data collection. Yin (2003) suggests that the decision to undertake multiple case studies would be similar to that for multiple experiments and based on the need for replication. Both Yin (2003) and Eisenhardt (1989a) note that it is important that multiple case studies are not compared to multiple respondents in a survey, since this follows a “sampling” logic rather than a “replication” logic.

The case study method was chosen to capture the complexity of the environment within the transport industry. Amtoft (1994) and Dawson (2003) propose story telling as a useful communication device for recording experiences. “Story-telling” is simply an intimate synonym for case study. Appropriate case study research provides a depth and quality of data previously unavailable. The direct experiences of participants in making a location decision - the stories preferably told as freshly as possible - should yield more meaningful information than that obtainable from a survey questionnaire alone.

Eisenhardt (1989a) suggests that the case study is a research strategy which focuses on understanding the dynamics present within single systems and that this style of research can involve single or multiple cases. Yin (2003) observes that the case studies are the only method that capture the dynamic, changing conditions that characterise a warehouse location decision (WLD). Case studies are often used to describe a situation, test theory or generate theory (Eisenhardt 1989a). This research will use the case study method to describe the way in which transport companies make location decisions.

The case study strategy is suited to the exploratory developmental nature of this research, and the strength of this research strategy lies in its ability to be grounded in and directed by the trends and patterns observed in the field data (Eisenhardt 1989a, Yin 2003). Dawson (2003) observes that narrative case studies have been able to provide contextual descriptions of the processes by which change evolves. In this instance the change involved is the acquisition of a new location. By using semi-structured interviews and reviewing company documents obtained this methodology facilitates the development of a rich and detailed understanding of the WLD process in transport companies. It also allowed the flexibility to pursue relevant, and related, issues as they arose in interviews with the transport company personnel. In addition, by agreeing on a common schedule of questions the method also ensured the maintenance of a degree of consistency in the data collected.

One of the major advantages of using the case study approach is to retain the holistic and meaningful characteristics of events such as managerial processes (Yin 2003). One criticism of the case study strategy is that it is not possible to make generalisations. Yin (2003) however suggests that case studies can be generalized to theoretical propositions but not to populations. Since the goal of this research is to identify and expand issues and not to enumerate frequencies of occurrence then use of this approach can be justified. The unique and discrete nature of each location decision also suggest that the case study approach is appropriate.

Dawson (2003) also refers to the ability of the case study to be set in its particular context. The case study method was chosen to capture the complexity of the environment within which transport companies operate.

The investigation will therefore use qualitative research from the analysis of a number of case studies to understand and assess the process companies use when making WLDs. The case studies should provide an objective examination of this contemporary phenomenon where the researcher has had no control over the events and where the boundaries between the decision process and the context in which the decision are taken are not clearly evident (Yin, 2003). Yin suggests that case studies are particularly appropriate when the research question centres on the “why” question, where there is no control over behavioural events and when the focus is on contemporary events. Others have claimed that the case study approach is one of the most powerful research methods in terms of creating new insights and developing theory (Voss et al. 2002).

Van de Ven (1992 p 181) suggests that a process researcher should examine the contexts and events leading up to the decision and behaviours under investigation by means of a retrospective case history as well as conducting real time data gathering “without knowing a priori the outcomes of these events and activities”.

The previous discussion provides the justification for the selection of the case study approach to learn about the WLD process undertaken within transport companies, the factors that impact on the decision-making process and the implementation of the location decision.

As indicated by Yin (2003) the case study design represents the research plan that guides the process of data collection, analysis and interpretation. The collection and analysis of data is illustrated below in Figure 6. This approach is advocated by Miles and Huberman (1994) and supported by a number of other researchers (Eisenhardt 1989a, Barnes 2001; Voss et al. 2002). This model commences with the theoretical framework and research questions, a comprehensive case study protocol consisting of

research instruments, an interview guide and interview questions was prepared in order to facilitate the data collection and analysis.

Figure 6: Case study approach used in qualitative analysis

(Kiridena 2004)

The focus of the case studies was to analyse the process that each company used when making its most recent location decision. The case studies provided a breadth of data and understanding of the WLD processes of larger transport companies. It is therefore be possible to map and categorise the warehouse location decision-making processes of companies in the Australian transport industry.

As was suggested in Voss et al. (2002) an interview guide was developed to gather information from the selected firms. The guide, and a common case study protocol, was developed based on a review of the literature and discussions with a number of executives of firms involved in the study.

While a multiple case strategy was adopted it was restricted to seven companies and covered eight WLDs. Three decisions were made for locations in the south-eastern region of the Melbourne metropolitan area and five decisions were made for locations within the western region. A map of Melbourne is included in Appendix A.