Problem Definition and the Research Proposal
Formal qualitative research should not begin until the problem has been clearly defined. However, when a problem or opportunity is discovered, managers may have only vague insights about a complex situation. If quantitative research is conducted before the researchers understand exactly what is important, then false conclusions may be drawn from the investigation.
Problem definition indicates a specific business decision area that will be clarified by answering some research questions.
In statistical analysis, a variable is identified by a symbol such as X. A category or classifactory variable has a limited number of distinct variables (e.g., sex—male or female). A continuous variable may encompass an infinite range of numbers (e.g., sales volume).
Managers and researchers must be careful to include all relevant variables that must be studied in order to be able to answer the managerial problem. Irrelevant variables should not be included.
In causal research, a dependent variable is a criterion or variable that is expected to be predicted or explained. An independent variable is a variable that is expected to influence the dependent variable.
A hypothesis is an unproven proposition or possible solution to a problem. In its simplest form, a hypothesis is a guess. Problems and hypotheses are similar; both state relationships, but, whereas problems are interrogative, hypotheses are declarative and more specifically related to the research operations and testing. Hypotheses are statements that can be empirically tested.
A formal statement of hypothesis can force researchers to be clear about what they expect to find through their study. The hypothesis can raise critical questions about the data that will be required in the analysis stage.
When evaluating a hypothesis, researchers should make sure that the information collected will be useful in decision making.
B. Decision-oriented research objectives
The research objective is the researcher’s version of the business problem. The research objective is derived from the problem definition and it explains the purpose of the research in measurable terms, as well as defining what standards the research should accomplish. Such objectives help ensure that the research projects will be manageable in size.
In some instances the business problems and the project’s research objectives are identical. The objectives must, however, specify the information needed to make a decision. Statements about the required precision may be necessary to clearly communicate exactly what information is required.
It is useful if the research objective is a managerial action standard. That is, if the criterion being measured turns out to be X, then management will do A; if it is Y, then management will do B. This leaves no uncertainty concerning the decision to be made once the research is finished.
The number of research objectives should be limited to a manageable number so that each one can be addressed fully.
Exhibit 6.5 shows how statements of the business problem influence the research objective. The specific objectives, in turn, are the basis for the research design.
HOW MUCH TIME SHOULD BE SPENT DEFINING THE PROBLEM?
It is impractical to search for every conceivable cause and minor influence of a problem. The importance of the recognized problem will usually dictate what is a reasonable amount of time and money for determining which possible explanations are most likely.
THE RESEARCH PROPOSAL
The research proposal is a written statement of the research design—it explains the purpose of the study, defines the problem, outlines the research methodology, details the procedures to be followed, and states all costs and deadlines.
The proposal should be precise, specific, and concrete. All ambiguities about why and how the research will be conducted must be “ironed out” before the proposal is complete.
The research proposal can act as a communication tool. It allows managers to evaluate the proposed research design and determine if alterations are necessary. The proposal should be detailed enough that managers are clear about exactly how the information will be obtained.
Misstatements and faulty communication may occur if the two parties rely on each other’s memory of what occurred at a planning meeting; therefore, it is wise to write down all proposals. Such a written proposal eliminates many problems that may arise and acts as a record of the researcher’s obligation. In the case of an outside consultant, the written proposal serves as a bid to offer a specific service; a company can then judge the relative quality of alternative research suppliers.
ANTICIPATING OUTCOMES
By anticipating the outcomes of a research study, possibly through the use of a dummy table (a table filled by the researcher with fictitious data), managers may gain a better understanding of what the actual outcome is liable to be. These tables help clarify what the findings of the research will be, and if these findings will meet the needs of the researcher.
- IMPORTANCE OF PROPER PROBLEM DEFINITION
- Iceberg principle
- Understanding the background of the problem
- Isolating and identifying the problem, not the symptoms
THE PROCESS OF PROBLEM DEFINITION
- Ascertain the decision maker’s objectives
- Understand the background of the problem
- Isolate and identify the problem rather than its symptoms
- Determine the unit of analysis
- Determine the relevant variables
- State the research questions and research objectives
- III. HOW CAN THE PROBLEM STATEMENT BE CLARIFIED?
- IV. DECISION-ORIENTED RESEARCH OBJECTIVES
- V. HOW MUCH TIME SHOULD BE SPENT DEFINING THE PROBLEM?
- VI. THE RESEARCH PROPOSAL
- VI. ANTICIPATING OUTCOMES
- THE IMPORTANCE OF PROPER PROBLEM DEFINITION
Formal qualitative research should not begin until the problem has been clearly defined. However, when a problem or opportunity is discovered, managers may have only vague insights about a complex situation. If quantitative research is conducted before the researchers understand exactly what is important, then false conclusions may be drawn from the investigation.
Problem definition indicates a specific business decision area that will be clarified by answering some research questions.
- THE PROCESS OF DEFINING THE PROBLEM
- Ascertain the decision maker’s objectives.
- Understand the background of the problem
- Isolate and identify the problem not the symptoms
- Determine the unit of analysis
- Determine the relevant variables
- State the research questions (Hypotheses) and research objectives
- ASCERTAIN THE DECISION MAKER’S OBJECTIVES
- The iceberg principle.
- UNDERSTAND THE BACKGROUND OF THE PROBLEM.
- ISOLATE AND IDENTIFY THE PROBLEM, NOT THE SYMPTOMS.
- WHAT IS THE UNIT OF ANALYSIS?
- WHAT ARE THE RELEVANT VARIABLES?
In statistical analysis, a variable is identified by a symbol such as X. A category or classifactory variable has a limited number of distinct variables (e.g., sex—male or female). A continuous variable may encompass an infinite range of numbers (e.g., sales volume).
Managers and researchers must be careful to include all relevant variables that must be studied in order to be able to answer the managerial problem. Irrelevant variables should not be included.
In causal research, a dependent variable is a criterion or variable that is expected to be predicted or explained. An independent variable is a variable that is expected to influence the dependent variable.
- STATE THE RESEARCH QUESTIONS AND RESEARCH OBJECTIVES
- Clarity in Research Questions and Hypotheses
A hypothesis is an unproven proposition or possible solution to a problem. In its simplest form, a hypothesis is a guess. Problems and hypotheses are similar; both state relationships, but, whereas problems are interrogative, hypotheses are declarative and more specifically related to the research operations and testing. Hypotheses are statements that can be empirically tested.
A formal statement of hypothesis can force researchers to be clear about what they expect to find through their study. The hypothesis can raise critical questions about the data that will be required in the analysis stage.
When evaluating a hypothesis, researchers should make sure that the information collected will be useful in decision making.
B. Decision-oriented research objectives
The research objective is the researcher’s version of the business problem. The research objective is derived from the problem definition and it explains the purpose of the research in measurable terms, as well as defining what standards the research should accomplish. Such objectives help ensure that the research projects will be manageable in size.
In some instances the business problems and the project’s research objectives are identical. The objectives must, however, specify the information needed to make a decision. Statements about the required precision may be necessary to clearly communicate exactly what information is required.
It is useful if the research objective is a managerial action standard. That is, if the criterion being measured turns out to be X, then management will do A; if it is Y, then management will do B. This leaves no uncertainty concerning the decision to be made once the research is finished.
The number of research objectives should be limited to a manageable number so that each one can be addressed fully.
Exhibit 6.5 shows how statements of the business problem influence the research objective. The specific objectives, in turn, are the basis for the research design.
HOW MUCH TIME SHOULD BE SPENT DEFINING THE PROBLEM?
It is impractical to search for every conceivable cause and minor influence of a problem. The importance of the recognized problem will usually dictate what is a reasonable amount of time and money for determining which possible explanations are most likely.
THE RESEARCH PROPOSAL
The research proposal is a written statement of the research design—it explains the purpose of the study, defines the problem, outlines the research methodology, details the procedures to be followed, and states all costs and deadlines.
The proposal should be precise, specific, and concrete. All ambiguities about why and how the research will be conducted must be “ironed out” before the proposal is complete.
The research proposal can act as a communication tool. It allows managers to evaluate the proposed research design and determine if alterations are necessary. The proposal should be detailed enough that managers are clear about exactly how the information will be obtained.
Misstatements and faulty communication may occur if the two parties rely on each other’s memory of what occurred at a planning meeting; therefore, it is wise to write down all proposals. Such a written proposal eliminates many problems that may arise and acts as a record of the researcher’s obligation. In the case of an outside consultant, the written proposal serves as a bid to offer a specific service; a company can then judge the relative quality of alternative research suppliers.
ANTICIPATING OUTCOMES
By anticipating the outcomes of a research study, possibly through the use of a dummy table (a table filled by the researcher with fictitious data), managers may gain a better understanding of what the actual outcome is liable to be. These tables help clarify what the findings of the research will be, and if these findings will meet the needs of the researcher.
No comments:
Post a Comment