The Chosen Research Methodology Is Qualitative Research

The Chosen Research Methodology Is Qualitative Research As This Study

The chosen research methodology is qualitative research, as this study is based on the development of theoretical theories with a foundation of empirical data. This qualitative study will identify isolated interdependencies or theoretical fragments, which can be further differentiated or validated (Jackson et al., 2007). It will examine Installation Program Managers' (IPM) and Program Managers' (PM) perspectives on the matrix organization and the used performance management processes and how these affect project objectives. The phenomenon has to be first understood in-depth to be able to explore potential solutions. Therefore, this research is exploratory (Yin, 2018).

As a theory, the Appreciative Inquiry (AI) will be utilized, as it is focused on organizational behavior as well as the organizational development process. The mindset of AI is to foster change management constructed through social construct and organizational transformation. AI efforts are seen in the organization's optimistic assumptions, allowing for organizational improvement of effectiveness (Cooperrider et al., 2008). The main concepts' implicit connections are how the type of leadership affects project/task execution, and the organizational size / AOR managers of the NBK FFR organization have. It is clear that there is a connection, but the depth of the association is uncertain nor genuinely understood.

Therefore, assumptions have to be made; questions have to be researched and answered before the concepts' implicit connections can be modeled. The three main concepts, their constructs, variables/indicators, how these will be measured, the source of the data, and the analysis level. The concept of leadership in the matrix organization is composed of PM and IPM and has two different constructs. The first construct is simultaneously the associated variable or indicator, decision authority. With all the levels given, decision authority lines in a matrix organization can be blurry and have to be evaluated (Azevedo, 2018).

The AOR of the individual positions must be measured by identifying decision authority levels in strategic, tactical, and operational levels. The source will be organizational records indicating what position should function at what level. The level of analysis is determined as organizational. The second construct of the concept of leadership is leadership style. Here again, the construct and the associated variable or indicator are identical.

The leadership styles of the different levels of leaders play an essential role. To determine them, they can be measured using a leadership quiz based on Kurt Lewin's Leadership style framework, such as MindTools's "What's your leadership style?" indicator (MindTools, n.d.). MindTools determines the leadership style depending on the number associated with the answers given by the individual. The outcome of the measurements will be gathered from surveys conducted with the leadership and serve as the data source. The level of analysis is determined as an individual.

The concept of organizational size and AOR has the construct of operations. The variables and indicators are determined by the operation's size, such as the number of staff members and customers served. These will be measured by calculating the metrics indicating the number of staff and customers served. The source will be organizational records provided by the organization. The level of analysis is determined as organizational.

The concept of execution has two core constructs: execution of daily tasks and execution of projects. Both of these have the same variables and indicators: time allocated. The means of measurements, however, will vary. The daily task's execution measures disruptions managers experience during a typical workday while completing specific administrative tasks. The second measurement is the same for executing projects: variable, the time needed versus time allocated for tasks.

All levels of analysis are determined as individual, and the source will be a mixture of observation and participant query. Discussions have been conducted with the Commanding Officer of NBK, Department Heads, and IPMs for brainstorming sessions on potential research methods. Furthermore, dialogues during the discussion sections within the DBA program helped determine the research methods further. Engagements with DBA and Ph.D. alumni helped validate the chosen research method.

Paper For Above instruction

Research methodology significantly influences the credibility and validity of scholarly work, especially in complex organizational settings such as the matrix organization within the NBK FFR. The present study adopts a qualitative research approach, emphasizing exploratory investigation to understand intrinsic interdependencies among key organizational variables and leadership dynamics. Such an approach is fitting given the study’s goal to develop empirical grounded theories pertaining to organizational behavior and project management processes.

Qualitative research allows a deep exploration of perceptions, attitudes, and organizational structures, making it ideal for examining the perspectives of Installation Program Managers (IPM) and Program Managers (PM) concerning the matrix organizational structure. According to Jackson et al. (2007), qualitative methods facilitate the identification of theoretical fragments and their potential validation, which is essential in complex contexts where relationships are not fully understood. This method also accommodates an ongoing analysis to generate insights that could inform practice and theory development.

The theoretical framework utilized in this study is Appreciative Inquiry (AI), which centers on organizational strengths, positive change, and developmental pathways (Cooperrider et al., 2008). AI’s optimism-oriented approach aligns with the objective of fostering organizational transformation by emphasizing social constructs and collective organizational behaviors. Through AI, the study aims to uncover implicit connections between leadership styles, decision authority, organizational size, and operational performance, thereby contributing to the broader understanding of organizational effectiveness in the matrix context.

The research design incorporates multiple levels of analysis—organizational and individual—corresponding to different constructs and variables. The leadership construct examines decision authority and leadership style among PMs and IPMs. Decision authority, an essential variable, is assessed by analyzing levels in strategic, tactical, and operational domains through organizational records. This approach ensures empirical validation of authority lines and clarifies how decision-making responsibilities are distributed within the matrix structure (Azevedo, 2018).

Leadership style constitutes another core construct, measured through surveys based on Kurt Lewin’s leadership framework, utilizing tools provided by MindTools (MindTools, n.d.). These assessments will be administered to individual leaders, with results providing insights into prevailing leadership behaviors and their impact on project execution and organizational culture. Conducting surveys allows capturing subjective perceptions quantitatively, which can then be related to other organizational variables.

Operational size, defined by staff numbers and customer counts, forms the basis of the third core construct. Organizational data, such as staffing levels and service volumes, will be obtained through organizational records. This construct aims to understand how organizational capacity influences project execution and decision-making processes—a vital aspect given the organizational complexity of the NBK FFR.

The concept of execution encompasses two distinct but related constructs: daily task execution and project execution. The former involves assessing disruptions and administrative inefficiencies encountered by managers during their routines, while the latter compares the actual time spent on projects to planned durations. By measuring these variables through direct observation and participant queries, the study intends to illuminate operational challenges faced by managers in the matrix organization.

Data collection strategies blend qualitative and quantitative methods, including surveys, observations, and interviews. These diverse sources enable triangulation, enhancing reliability and validity. For instance, interviews with Commanding Officers and department heads provide contextual understanding, while surveys capture individual perceptions. Observational data supplement these perspectives by offering real-time insights into managerial behaviors and workflow disruptions.

This mixed-method data collection approach aligns with the exploratory nature of this research, allowing for rich, contextualized understanding of complex phenomena. The study’s analysis will comprise qualitative interpretation of narrative data complemented by quantitative measurement of leadership styles and operational metrics. The combination ensures a comprehensive understanding capable of guiding organizational development initiatives within the matrix structure.

Expert validation of the research approach was obtained through discussions with senior organizational leaders, academic advisors, and alumni from DBA and Ph.D. programs. These dialogues confirmed the suitability and robustness of the chosen methodology to address the research questions effectively. Overall, the qualitative methodology described herein provides a solid foundation for uncovering nuanced insights into organizational and leadership dynamics that are critical for ensuring project success in complex matrix environments.

References

• Azevedo, P. (2018). The Effects of Conflicting Messages on Project Support Staff in Matrix Structured Organizations: A Phenomenological Study. Drexel University.
• Cooperrider, D. L., Whitney, D., & Stavros, J. M. (2008). Appreciative inquiry handbook: For leaders of change (2nd ed.). Crown Business.
• Jackson, R. L., Drummond, D. K., & Camara, S. (2007). What is qualitative research? Qualitative Research Reports in Communication, 8(1), 21-28.
• MindTools. (n.d.). What's your leadership style? Retrieved January 28, 2021, from https://www.mindtools.com/pages/article/newLDR_84.htm
• Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). SAGE Publications.