Preliminary coding – from a priori themes and codes to initial template 144

According to King (2012) a central decision in template analysis is when to begin the de- velopment of the initial template. The process of developing the initial template starts with identifying themes and codes, in addition to the a priori ones, clustering and structuring them preliminarily in meaningful categories in which hierarchical and lateral relationships between themes and codes can be expressed (King, 2012).

For this study, a sub-set of four interview transcripts was used to develop the initial tem- plate (Interviewees I, L, U, V; Appendix 12). These transcripts were selected as it was expected that those would reveal a substantial set of data to build the initial template on, due to the roles they performed in the course of the programme and/or due to their long- term experience and knowledge about the company as well as the SCP (Appendix 13). The identification of themes and codes developed at this stage is also influenced by the transcription phase in which it was listened to all interview audio-records multiple times and transcribed them respectively (Table IV-12: Data analysis process).

Although a software package was used for coding and managing the full set of interview data after having developed the initial template, the development of the preliminary initial template was done manually by reading printed transcripts and writing themes and pre- liminary codes on “Post-it” notes which were placed on whiteboards and wallpapers (King, 2012).

4.6.2.1 Independent coding as quality check

The issue of quality in qualitative research is an important aspect. There are a variety of ways to use independent scrutiny in qualitative research to cross-check the quality of da- ta analyses (King, 2007; 2012). As stated by King (2007) independent scrutiny is useful to incorporate into the process of developing the template.

In order to enhance the quality of the data analysis of this work independent coding and critical comparison done by two volunteers is used (King, 2012). This offers the oppor- tunity to document emerging thinking through the modification of the initial template (King, 2012).

Two volunteers were given sample transcripts and asked to code them using the prelimi- nary list of themes and codes (kind of preliminary initial template), noting themes and codes they found difficult to apply, aspects of the texts not covered by the preliminary template and any other issues striking them in this process. One of the volunteers has a business professional background equipped with working experience of more than 12 years. Consequently, he is well aware of organisational changes from a business profes- sional perspective and well educated within the field of business administration. Even though not being a subject matter expert in the field of this research he is highly regarded by the researcher for critically and constructively reflecting on the task and its outcome and not simply telling the researcher what he wants to hear. The second person is a Masters student in Management from a Change Management course the researcher was teaching. Hence, she is well aware and acquainted with the subject of managing change in organisations from a theoretical perspective.

Both volunteers did not have any experience in conducting template analysis. In order to prepare them for the independent coding they have been acquainted with the procedure used to develop the preliminary list of themes and codes. The volunteers have been pro- vided with supporting information and documents, which are listed in Table IV-11.

Table IV-11: Supporting information and material for the independent coding Supporting information and material for the independent coding

• Introductory information about the research comparable with the information the interview- ees were given

• Research aim, questions and objectives

• Interview questions in English and German language

• Graphical illustration of conceptual and structural elements for the to-be-developed moni- toring and evaluation framework (Appendix 8)

• Preliminary initial template

• Empty template of the potential end product of how the contribution to professional practice might look like (Appendix 9)

• Same four interview transcripts having been used to develop the preliminary initial template (Person I, L, U, and V; see also Appendix 12)

Source: Own table

After the volunteers accomplished the task, they shared their experiences by providing written as well as oral feedback discussing their experiences. No major changes were made, however, some of their observations were used to revise and amend the template.

4.6.2.2 Audit trail

An audit trail in qualitative research is a record and ongoing process of documenting emerging thinking, the steps he undertook, decisions he made while developing the tem- plate from a priori themes and codes, raw transcripts, preliminary, initial to the final tem- plate and the final interpretation of the data (King, 2007; 2012). This practice helps to gain an overview of how he reached the interpretation he produced (King, 2007).

In this work, these developments are captured via saving template files by consecutive numbering and dating successive versions as well as in NVivo by keeping notes of the changes as to the reason for any changes made to it in a journal log.24

The initial template is presented subsequently.

24 _{This captured information is just used by the researcher in assisting him to remem-} ber/reconstruct his thinking, decisions made as his work progressed. These notes of the chang- es are not presented in this work. Some of the changes and decisions are interposed in some of the chapters as they are not presented explicitly in a dedicated chapter to cover all the changes made along this process However, the work presents the major deliverables, such as a priori themes and codes (Table IV-10), initial template (Figure IV-8) and (preliminary) final template (Appendix 16)

Figure IV-8: Illustration of initial template

CRITICAL SUCCESS FACTORS General critical success factors

Leadership Case for change Understanding Resourcing Learning Sustain phase External environment Project management Communication Change management Ways of working

Content related critical success factors Business process reengineering Reorganisation

Enterprise resource planning Offshoring

Overarching

MONITORING AND EVALUATING CRITICAL SUCCESS FACTORS Prerequisites

Responsibility and accountability Operational doing (methods)

STRATEGIC CHANGE PROGRAMME OF THE CASE STUDY ORGANISATION Background information about the case study organisation

Description of the programme and its objectives Achievement of objectives

Barriers and challenges Monitoring and evaluation

What Business KPIs Customer satisfaction Change readiness Milestones Compliance Knowledge Deliverables Costs Issues (continued)

When – phase Initialisation Conceptualisation Mobilisation Implementation Sustaining

Throughout all phases How – method Meeting Reporting Feedback Checklist Interview Sounding board Survey Learnings

In the course of the programme Continuous learning

Integration management Reporting

Programme approach adaptations To be preserved for future implementations

Leadership

Programme structure and approach Hyper care

Investment

To be improved for future implementations Case for change

Integration management Resourcing

Support for leaders Sustain phase

INTERVIEWEES Roles performed Impact on interviewee Criteria for success

4.6.3 From initial to final template – coding process, procedures, analys-