The multiple case study approach

A case study is an extensive examination of a single phenomenon (Hussey and Hussey, 1997). Yin (2003: p.13) elaborates on this definition by describing case studies as ―an empirical enquiry that investigates a contemporary phenomenon within its real-life context‖. Within this study, this single phenomenon is the context of the research project: the relevance and sustainability of IIP. More specifically, human experiences are explored to develop pragmatic insights into the reality within this research context. Thus, Stake (2008) would refer to this style of case as an instrumental case study, whereby the examination of a particular case is to provide insight into the phenomenon researched. This differs from an intrinsic case study where the case itself is of significant interest (ibid). A ‗multiple‘ case study, therefore, is an instrumental case

study extended to several cases (ibid). Hence, a total of seven organizations are used to

a defence organization, a transport company, a third sector organization, and an adult themed retailer.

The research cases cover seven organizational sectors: secondary education, higher education, catering within an NHS trust, defence systems, transport, third sector, and adult retail. Five of the organizations are large (i.e. greater than 500 employees) and the other two are small businesses (i.e. less than 50 employees). The catering department, however, has independent IIP status from the rest of the trust, i.e. although the trust is large, the actual department has less than 250 employees and is the only area of the organization to have attained IIP recognition. Six of the seven organizations are IIP recognized, with the defence organization ceasing accreditation in 2001. The unit of analysis within each case is a group of workers. For the large organizations, respondents are randomly selected employees from a cross-section of roles, including senior managers, line managers (when applicable), front-line employees, and any other staff who can potentially affect the socially constructed everyday working world. For the small businesses, two key informants (both senior managers) are interviewed in each.

Stake (2008: p.119) argues that ―Case study is not a methodological choice but a choice of what is to be studied‖. A connection can be made with this outlook when considering that this research project has been constructed around the researcher‘s original idea that few organizations will be studied in-depth. Heath and Cowley (2004) advocate this position by recommending that researchers should select the analysis approach that best suits their cognitive style; thus, providing a valuable contribution towards the achievement of the research aim – the exploration of the relevance and sustainability of IIP. Access constraints and a limit on resources (especially time) keep the research within the context of seven case studies. Nevertheless, these organizations enable the researcher to conduct face-to-face interviews that develops in-depth data for analysis. To this end, case studies are utilized under a qualitative label.

The general rationale for having seven diverse individual case study sectors is ―They are chosen because it is believed that understanding them will lead to better understanding, and perhaps better theorizing, about a still larger collection of cases‖ (Stake, 2008: p.123). With this in mind, there are also other specific reasons for selecting the organizations used for data collection. Educational and health organizations have been

highlighted previously within a number of IIP studies (e.g. Harris, 2000; Smith, 2000; Grugulis and Bevitt, 2002; Hoque et al., 2005). Thus, the first three organizations whereby data is initially collected – i.e. the high school, the university and the catering department within the NHS trust – enables direct conceptual comparisons with the literature review. The defence, transport, third sector and adult retailer contexts subsequently assist in expanding the findings beyond these initial contexts.

To build on the above rationale, the catering department provides a unique perspective into the NHS for two reasons. Firstly, the focus within this NHS trust is solely concentrated on catering, a perspective not explored within other studies. Secondly, the individualized IIP accreditation of the catering department provides a rare perspective that is not concentrated on within the literature. The defence organization provides a contrasting perspective through being a different industry and having held and subsequently ceased IIP recognition. Thus, the reasons for first attaining and then ceasing accreditation can add unique comparisons on the issue of the relevance and sustainability of IIP. The transport company furthers these insights by comparing and contrasting an organization within an industry that has very few organizations recognized by IIP. The third sector organization provides a unique not-for-profit perspective, whereby profitability is not of primary concern for business performance. Finally, the adult themed retailer builds in another unique perspective never before covered within the IIP literature. This is because this company is the only retailer within its industry to have ever achieved IIP recognition.

The ability to provide an in-depth analysis is a strength of utilizing case studies. Compared to more traditional quantitative methods, a qualitative case study reduces the possibility of missing data and increases verification (Cooper and Schindler, 1998). In addition, with assertions between IIP recognition and increases in business performance (Tamkin et al., 2008; Cowling, 2008), an in-depth approach can explore and analyze the experiences surrounding IIP accreditation processes that mediate impressions relating to this alleged nexus. The use of such diverse organizations presents bounteous opportunities to explore any insights gathered in various backgrounds to provide the findings with a greater depth of meaning, validity and interpretation. Verification of insights generated is increased through the constant comparison of the seven organizations. This helps to intensify the analysis of the phenomenon being studied

(Taylor and McAdam, 2003). If an insight uncovered has greater implications that bridge other sectors of business, the resultant impact generates supplementary value in terms of an original contribution to knowledge. Hence, these diverse and generally dissimilar cases are selected because it is believed they can lead to greater understanding of the research context (Stake, 2008).

Hussey and Hussey (1997) highlight some potential weaknesses within a case study approach. Firstly, the negotiation of access to an organization can often be difficult and the process of gathering the data can be very time consuming. These issues are highlighted and discussed within the research design section of this chapter. In short, these issues were problematic but overcome. Secondly, there is the difficulty in placing boundaries on what to research. The literature review plays a pivotal role in directing what areas are to be discussed – the importance of which is concentrated on within the subsequent section. Nevertheless, common sense is applied to ensure the project is achievable and manageable within the resources and time frame allocated. Finally, the respondents used for interviews do not exist in a vacuum, but instead continuously interact with rest of society. This presents difficulties in understanding the meaning of events without knowledge of what went before and what may follow. The questionnaire framework created for use within the interviews (see section 4.7. and Appendix one) importantly and carefully constructs questions that contribute towards clarifying responses and meanings. This approach helps to bridge the gap in knowledge between researcher and the researched, and further enhances the understanding of responses provided.

Howe and Eisenhart (1990) argue that the research question and the knowledge gaps generated within the literature review should drive the methodological choice. Indeed, Marshall and Rossman (1989) recognize the importance of demonstrating how the research design emerged after considering the literature. This is the case with this research approach. Berry and Grieves (2003) highlight that there is a general lack of research into the area of IIP, for example, whilst Down and Smith (1998) and Collins and Smith (2004) suggest there is a specific paucity of qualitative research on the standard. Furthermore, Svennson (2006) argues that sustainability within quality management needs further study, with Collins and Smith (2004) calling for the assessment of IIP at various stages – this can incorporate the sustainability of the

standard. Therefore, the multiple case study approach can effectively assist in filling the qualitative and sustainability gaps in knowledge revealed within the literature review.

It is recognized that other approaches could have been adopted for this study. As examples, a longitudinal or ethnographic approach could have yielded particular insights and overcome certain limitations within the data. With this research having a temporal lock, a longitudinal approach could have explored and compared data from different time frames. This could have had specific benefit if internal and external factors affecting training and development within an organization changed considerably over time. Time constraints surrounding this study, however, played the most significant role in not using this particular approach. An ethnographic approach could have brought the researcher even closer to the respondents within the sample organizations studied. This could have potentially contributed towards the verification of findings. The specific terms surrounding the negotiation of access to the sample organizations, however, provided the main reason for an ethnographic approach becoming a non-viable option within this study.