SCIENTIFIC

INVESTIGATION
CHAPTER 2

http://iiqtisad.blogspot.com/
Topics Discussed
• The Hallmarks of Science
• The Building Blocks of Science and Hypothetico-
Deductive Method of Research
• The Seven Steps of the Hypothetico-Deductive
Method
• Other types of Research
- Case studies
- Action research
The definition of research
• Research is an organized, systematic, data-based, critical,
objective, scientific inquiry into a specific problem that needs
a solution.
• Managerial decisions based on the results of scientific
research tend to be effective.
What is Meant by a Scientific
Research?
• Scientific research focuses on solving problems
and pursues a step-by-step logical, organized,
and rigorous method to identify the problems,
gather data, analyze them, and draw valid
conclusions therefrom.
• Thus, scientific research is not based on
hunches, experience, and intuition (though
these may play a part in final decision making),
but a purposive and rigorous.
What is Meant by a Scientific
Research?
• Because of the rigorous way in which the research done,
scientific research enables all those who are interested in
researching about the same or similar issues to come up with
comparable findings when the data are analyzed.
What is Meant by a Scientific
Research?
• Scientific research helps researchers to state
their findings with accuracy and confidence.
• This helps various other organizations to apply
those solutions when they encounter similar
problems.
• Scientific investigation tends to be more
objective than subjective, and helps managers to
highlight the most critical factors at the
workplace that need specific attention so as to
avoid, minimize, or solve problems.
What is Meant by a Scientific
Research?
• Scientific investigation and managerial decision
making are integral aspects of effective problem
solving.
• Scientific research applies to both basic and
applied research.
• Applied research may or may not be
generalizable to other organizations, depending
on the extent to which differences exist in such
factors as size, nature of work, characteristics of
the employees, and structure of the
organization.
The Hallmarks of Scientific Research
• The Hallmarks or main distinguishing characteristics
of scientific research may be listed as follows:

1. Purposiveness 5. Precision
2. Rigor 6. Objectivity

3. Testability 7. Generalizability

4. Replicability 8. Parsimony
The Hallmarks of Scientific Research
We will explain each of these characteristics in the context of
the following example:
Consider the case of a manager who is interested in
investigating how employees’ commitment to the
organization can be increased.
1. Purposiveness
• The manager has started the research with a
definite aim or purpose.
• The focus is on increasing the commitment of
employees to the organization, as this will be a
beneficial in many ways.
• An increase in employee commitment will
translate into less turnover, less absenteeism,
and increased performance levels, all of which
would definitely benefit the organization.
2. Rigor
• A good theoretical base and a sound methodological design
would add rigor to a purposive study.
• Rigor means carefulness, and the degree of exactitude in
research investigations.
In the case of our example of increasing the
commitment of employees:

• Let us say that the manager of an organization

asks 10 of its employees to indicate what would
increase their level of commitment to the
organization.
• If the manager depends solely on the basis of
their responses reaches to several conclusions
on how employee commitment can be
increased, the whole approach to the
investigation would be unscientific.
An approach to an investigation would
lack rigor for the following reasons:
1. Incorrect conclusions because they are based on the
responses of just a few employees (lacks of
methodological sophistication).
2. the manner of framing and addressing the questions
could have introduced bias in the responses (lacks of
methodological sophistication).
3. There might be many other important influences on
organizational commitment that this small sample did
not verbalize during the interviews, and the researcher
would have failed to include them (lacks of a good
theoretical framework).
Conclusions drawn from an investigation that lacks a good
theoretical framework and methodological
sophistications would be unscientific.
3. Testability
• After taking random selection of employees of the
organization, and the study of previous research done of
the area of organizational commitment, the researcher
develops certain hypotheses on how employee
commitment can be enhanced. Then these hypotheses
can be tested by applying certain statistical tests to the
data collected for the purpose.
 Scientific research tends itself to testing logically
developed hypotheses to see whether or not the data
support the hypotheses that are developed.
4. Replicability
• The results of the tests of hypotheses should be supported
again and again when the same type of research is repeated
in other similar circumstances.
• If the results are repeated, we will gain confidence in the
scientific nature of our research.
5. Precision and Confidence
• Precision refers to the closeness of the findings to reality
based on a sample.
• Precision reflects the degree of accuracy of the results on the
basis of the sample, to what really exists in the universe.
Precision and Confidence
• In business research, we are not able to draw
“definitive” conclusions on the basis of the
results of data analysis. The reasons are:
1. We have to base our findings on a sample that
we draw from the universe. The sample may
not reflect the exact characteristics of the
phenomenon we try to study.
2. Measurement errors and other problems are
bound to introduce an error in our findings.
Precision and Confidence
• We would like to design the research in a manner that ensures
that our findings are as close to reality as possible, so that we
can place reliance or confidence in the results.
Precision and Confidence
• Confidence refers to the probability that our
estimations are correct.
• It is not enough to be precise, but it is also
important that we can confidently claim that
95% of the time our results would be true and
there is only a 5% chance of our being wrong.
This is also known as confidence level.
The greater the precision and confidence we
aim at in our research, the more scientific is the
investigation and the more useful are the results.
6. objectivity
• The conclusions drawn through the
interpretation of the results of data analysis
should be objective.
• The conclusions should be based on the facts of
the findings derived from actual data, and not on
our own subjective or emotional values.
The more objective the interpretation of the
data, the more scientific the research
investigation becomes.
7. Generalizability
• Generalizability refers to the scope of applicability of the
research findings in one organizational setting to other
settings.
The wider the range of applicability of the solutions
generated by research, the more useful the research is to the
users.
8. Parsimony
• Parsimony refers to simplicity in explaining the
phenomena or problems that occur, and in
generating solutions for the problems.
• Economy in research models is achieved when
we can build into our research framework a
lesser number of variables that would explain
the variance far more efficiently than a complex
set of variables that would only marginally add
to the variance explained.
Parsimony
• Parsimony can be introduced with a good understanding of
the problem and the important factors that influence it.
• A good conceptual theoretical model can be realized through
interviews with the concerned people, and a thorough
literature review of the previous research work in the
particular problem area.
Deduction and Induction

 Deductive reasoning: application of a

general theory to a specific case.
 Hypothesis testing

 Inductive reasoning: a process where we

observe specific phenomena and on this
basis arrive at general conclusions.
 Counting white swans

 Both inductive and deductive processes are

often used in research.
24
Example 2.1
• A sales manager might observe that customers
are perhaps not pleased as they used to be. The
manager may not be certain that this is really the
case but may experience anxiety and some
uneasiness that customer satisfaction is on the
decline.
• This process of observation or sensing of the
phenomena around us is what gets most of the
research- whether applied or basic- started.
Example 2.1 (cont.)
• The next step is to determine whether there is a
real problem, and if so, how serious it is. This
problem identification calls for some preliminary
data gathering.
• The manager might talk to a few customers to
find out how they feel about the products and
customer service. The manager might find that
the customers like the products but are upset
because many of the times the product is out of
stock, and they perceive the salesperson as not
being helpful.
Example 2.1 (cont.)
• From discussions with some of the salespersons, the
manager might discover that the factory does not supply the
goods on time. Salespersons might also indicate that they try
to please the customers by communicating the delivery dates
given to them by the factory.
Example 2.1 (cont.)
• Integration of the information obtained through the informal
and formal interviewing process has helped the manager to
determine that the problem does exist.
• It also helps the manager to formulate a conceptual model or
theoretical framework of all the factors contributing to the
problem.
Example 2.1 (cont.)
• Thus, the following factors contribute to the
problem:
Delays by the factory in delivering goods
The notification of later delivery dates that are
not kept
The promises of the salespersons to the
customers that cannot be fulfilled
All of these factors contribute to customer
dissatisfaction.
The hypothetico-Deductive Method
• The seven steps involved in the hypothetico-deductive
method of research stem from the building blocks
discussed above and listed below:
1. Identify a broad problem area
2. Define the problem statement
3. Develop hypotheses
4. Determine measures
5. Data collection
6. Data analysis
7. Interpretation of data
Identify a broad problem area
• If the manager notice a drop in sales, incorrect accounting
results, low-yielding investment, disinterestedness of
employees in their work, and the like, could attract the
attention of the manager to do a research project.
Define the problem statement
• Scientific research starts with a definite aim or purpose.
• A problem statement states the general objective of the
research.
Develop hypotheses

• The network of associations between the problem and the

variables that affect it is identified.
• A scientific hypothesis must meet two requirements:
1. The hypothesis must be testable
2. The hypothesis must be falsifiable (we can only prove our
hypotheses until they are disproved).
Determine measures
• The variables in the theoretical framework
should be measurable in some way.
• Some variables can not be measure
quantitatively, such as unresponsive
employees, we need to operationalize this
variable.
• Measurement of variables is discussed in Chs. 6
and 7.
Data collection
• Data with respect to each variable in the hypothesis need to
be obtained.
• There are two types of data:
- Quantitatative data
- Qualitative data
Data Analysis
• In this step, the data gathered are statistically analyzed to see
if the hypotheses that were generated have been supported.
• Analyses of both quantitative and qualitative data can be done
to determine if certain relations are important.
Data Analysis
• Qualitative data refer to information gathered
through interviews and observations. These data
usually for objects than can not be physically
measured, like feelings and attitudes.
• Quantitative data refer to information gathered
about objects that can be physically measured.
The researcher could obtain these data through
the company records, government statistics, or
any formal records.
Interpretation of data
• Now we must decide whether our hypotheses are supported
or not by interpreting the meaning of the results or the data
analysis.
• Based on these results, the researcher would make
recommendations in order to solve the problem in hand.
Example 2.2 of the Application of
the Hypothetico-Deductive Method
• Observation of the CIO Dilemma
The Chief Information Officer (CIO) of a firm observes that the
newly installed Management Information System (MIS) is not
being used by middle managers as much as was originally
expected.
“There is surely a problem here,” the CIO exclaims.
Example 2.2 (cont.)
• Information Gathering through Informal Interviews
- Talking to some of the middle-level managers, the CIO finds
that many of them have very little idea as to what MIS is all
about, what kinds of information it could provide, and how to
access it and utilize the information.
Example 2.2 (cont.)
• Obtaining More Information through Literature
Survey
- The CIO immediately uses the Internet to explore
further information on the lack of use of MIS in
organizations.
- The search indicates that many middle-level managers
are not familiar with operating personal computers.
- Lack of knowledge about what MIS offers is also found
to be another main reason why some managers do not
use it.
Example 2.2 (cont.)
• Formulating a Theory
- based on all this information, the CIO develops a theory
incorporating all the relevant factors contributing to the lack
of access to the MIS by managers in the organization.
Example 2.2 (cont.)
• Hypothesizing
From such a theory, the CIO generates various hypotheses for
testing, one among them being:
- Knowledge of the usefulness of MIS would help managers to
put it to greater use.
Example 2.2 (cont.)
• Data Collection
The CIO then develops a short questionnaire on the
various factors theorized to influence the use of the MIS
by managers, such as:
- The extent of knowledge of what MIS is
- What kinds of information MIS provides
- How to gain access to the information
- The level of comfort felt by managers in using computers
in general
- How often managers have used the MIS in the preceding
3 months.
Example 2.2 (cont.)
• Data Analysis
The CIO then analyzes the data obtained through the
questionnaire to see what factors prevent the managers from
using the system.
Example 2.2 (cont.)
• Interpretation of data
Based on the results, the manager deduces or
concludes that managers do not use MIS owing
to certain factors.
• These deductions help the CIO to take necessary
actions to solve the problem, which might
include, among other things:
- Organizing seminars for training managers on
the use of computers, and
- MIS and its usefulness.
Other Types of Research
• Case studies, and
• Action research
Are sometimes used to study certain types of issues.
Case Studies
• Case studies involve in-depth analyses of similar situations in
other organizations, where the nature and definition of the
problem is the same as experienced in the current situation.
• If a particular hypothesis has not been supported even in a
single other case study, the researcher could ignore that
hypothesis.
Case Studies
• Case studies are not often undertaken in organizations
because:
1. It is very seldom to find similar problems happened in an
organizations of the same size and same type of setting.
2. Many companies prefer to guard their problems and their
data.
Action Research
• Action research is sometimes undertaken by consultants who
want to initiate change processes in organizations.
• Action research methodology is most appropriate while
effecting planned changes.
Action Research
• The researcher begins with a problem that is
already identified, and gathers relevant data to
provide a tentative problem solution.
• This solution is then implemented, with the
knowledge that there may be unintended
consequences following such implementation.
• The effects are then evaluated, defined, and
diagnosed, and the research continues on an
ongoing basis until the problem is fully resolved.
VISIT THE LIBRARY
• Zeithaml, V., Berry, L. and Parasuraman A. (1996). “The
behavioral consequences of service quality”. Journal of
Marketing, 60(2), 31.