Purpose Qualitative researchers have been criticised for not justifying sample size decisions in their research. This short paper addresses the issue of which sample sizes are appropriate and valid within different approaches to qualitative research. Design/methodology/approach The sparse literature on sample sizes in qualitative research is reviewed and discussed. This examination is informed by the personal experience of the author in terms of assessing, as an editor, reviewer comments as they relate to sample size in qualitative research. Also, the discussion is informed by the author’s own experience of undertaking commercial and academic qualitative research over the last 31 years. Findings In qualitative research, the determination of sample size is contextual and partially dependent upon the scientific paradigm under which investigation is taking place. For example, qualitative research which is oriented towards positivism, will require larger samples than in-depth qualitative research does, so that a representative picture of the whole population under review can be gained. Nonetheless, the paper also concludes that sample sizes involving one single case can be highly informative and meaningful as demonstrated in examples from management and medical research. Unique examples of research using a single sample or case but involving new areas or findings that are potentially highly relevant, can be worthy of publication. Theoretical saturation can also be useful as a guide in designing qualitative research, with practical research illustrating that samples of 12 may be cases where data saturation occurs among a relatively homogeneous population. Practical implications Sample sizes as low as one can be justified. Researchers and reviewers may find the discussion in this paper to be a useful guide to determining and critiquing sample size in qualitative research. Originality/value Sample size in qualitative research is always mentioned by reviewers of qualitative papers but discussion tends to be simplistic and relatively uninformed. The current paper draws attention to how sample sizes, at both ends of the size continuum, can be justified by researchers. This will also aid reviewers in their making of comments about the appropriateness of sample sizes in qualitative research.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to look at some of the implications of organisational psychopaths for organisations and corporations. Design/methodology/approach -This paper defines organisational psychopaths as being those psychopaths who exist at an incidence of about 1 percent of the general population and who work in organisations. The paper describes how these organisational psychopaths are able to present themselves as desirable employees and are easily able to obtain positions in organisations. Without the inhibiting effect of a conscience they are then able to ruthlessly charm, lie, cajole and manipulate their way up an organisational hierarchy in pursuit of their main aims of power, wealth and status and at the expense of anyone who gets in their way. Findings -The paper suggests that, just as criminal psychopaths are responsible for a greater share of crimes than their numbers would suggest, so too organisational psychopaths may be responsible for more than their fair share of organisational misbehaviour including accounting fraud, stock manipulation, unnecessarily high job losses and corporately induced environmental damage. Originality/value -The paper suggests that having organisational psychopaths running corporations that are themselves, at best, amoral is a recipe for negative consequences.

Corporate Psychopaths, bullying, ethics, toxic leadership, abusive supervision,

This article reports on qualitative research carried out in England in 2013. Participants were five organizational directors and two senior managers who had worked with six corporate psychopaths, as determined by a management psychopathy measure. The corporate psychopaths reported on displayed consistency in their approach to management. This approach was marked by high levels of abusive control. The corporate psychopaths were seen as being organizational stars and as deserving of awards by those above them, while they simultaneously subjected those below them to extreme behaviour, including bullying, intimidation and coercion. The corporate psychopaths also engaged in extreme forms of mismanagement characterized by poor personnel management, directionless leadership, mismanagement of resources and fraud.

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