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C. Orpen
AbstractIt is argued that there are currently two separate research approaches to behaviour in organizations; the qualitative approach and the quantitative approach, each with their own framework, criteria of proof, and accepted procedures. Reasons for t...
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O. Harari,D. T. Beaty
AbstractThis article extends the argument put forward by Orpen (1985), that management researchers should consider the validity of the model used by applied research practitioners. Given the increasing complexity of issues affecting management and shop-f...
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C. Orpen
AbstractIt is argued (i) that there is considerable scope for using research in teaching management, and (ii) that this does not require that the teacher be an active and expert researcher. A number of different ways of using research in teaching are dis...
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C. Orpen
AbstractThe dominant model for research in management is the scientific one developed in the natural sciences. This ideal model is shown to differ in important ways from that followed by most applied researchers working on real-life management problems. ...
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C. Orpen
AbstractThis paper attempts to separate Action Research from more traditional or orthodox research methods in management, especially experiments and surveys. It is argued that in many respects Action Research is a reaction against the failure of conventi...
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Christopher Orpen
AbstractThis paper argues that recent criticisms of the case study method are not well-founded and that, on the contrary, there are good reasons why it should be a major, or even the dominant, mode of instruction at business schools. As a method, case st...
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Christopher Orpen
AbstractIt is argued that the effective teaching of management requires both students and teachers to be involved in collaborative research of one kind or another. This, in turn, requires an integration of theory and practice in which students and teache...
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