An Emic Perspective and Ethnoscience Methods for Organizational Research

Morey, Nancy C.; Luthans, Fred

doi:10.5465/amr.1984.4277836

Cited by 118 publications

(39 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Given the above, we suggest that future research on what teamwork is in healthcare puts more emphasis on an emic perspective (Morey & Luthans, 1984). We argue that a more emic approach would result in:…”

Section: Discussionmentioning

confidence: 92%

“…So far, research on what teamwork is in healthcare has predominately applied what is sometimes called an etic perspective in the sense that it is built on categories imported from the outside or created by researchers (Morey & Luthans, 1984). These categories correspond to what Schutz (1967) refers to as "constructs of the second degree", while the doctors' actual conceptualizations of teamwork are "constructs of the first degree".…”

Section: Discussionmentioning

confidence: 99%

“…The overall research design applied in this explorative study was qualitative. It applies an emic or insider perspective because it focuses on the participants' own understandings and conceptualizations rather than on testing or applying an a priori defined theory (Morey & Luthans, 1984). The main data source was semi-structured interviews (Kvale & Brinkmann, 2009) with clinically active doctors at two different departments located in two different Swedish hospitals: an emergency department (ED) and an intensive care unit (ICU).…”

Section: Methodsmentioning

confidence: 99%

See 2 more Smart Citations

What do doctors mean when they talk about teamwork? Possible implications for interprofessional care

Rydenfält

Borell

Erlingsdóttir

2018

Journal of Interprofessional Care

View full text Add to dashboard Cite

The concept of teamwork has been associated with improved patient safety, more effective care and a better work environment. However, the academic literature on teamwork is pluralistic, and there are reports on discrepancies between theory and practice. Furthermore, healthcare professionals' direct conceptualizations of teamwork are sometimes missing in the research. In this study, we examine doctors' conceptualizations of teamwork. We also investigate what doctors think is important in order to achieve good teamwork, and how the empirical findings relate to theory. Finally, we discuss the methodological implications for future studies. The research design was explorative. The main data consisted of semi-structured interviews with twenty clinically active doctors, analyzed with conventional content analysis. Additional data sources included field observations and interviews with management staff. There was large variation in the doctors' conceptualizations of teamwork. The only characteristic they shared in common was that team members should have specific roles. This could have consequences for practice, because the rationale behind different behaviors depends on how teamwork is conceptualized. Several of the teamwork-enabling factors identified concerned non-technical skills. Future studies should put more emphasis on the practitioners' perspective in the research design, to create a more grounded foundation for both research and practice.

show abstract

Section: Discussionmentioning

confidence: 92%

Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

See 1 more Smart Citation

What do doctors mean when they talk about teamwork? Possible implications for interprofessional care

Rydenfält

Borell

Erlingsdóttir

2018

Journal of Interprofessional Care

View full text Add to dashboard Cite

show abstract

“…On one hand, the emic approach involves the use of qualitative methods, such as ethnographies, textual and discourse analysis, and interviews, to understand a particular culture. This approach is characterized by its breadth and depth of understanding and by its subjective character (Morey & Luthans, 1984). On the other hand, the etic approach includes quantitative methods, such as experiments, surveys, and content analysis.…”

Section: Suggested Study Designmentioning

confidence: 99%

A Conceptual Model of Organizational Culture and Its Implications in the Service Sector

Morton

Treviño

Zapata-Cantú

2019

Multidiscip. bus. rev

View full text Add to dashboard Cite

The increasingly global competition in all productive sectors – including the service sector – has forced companies to adjust their organizational processes to incorporate a customer experience approach. This adjustment implies the need for modifications to certain internal organizational factors, such as organizational culture, values and beliefs, in order to survive. This research proposes that – besides other factors – organizational culture type and the level of cus- tomer orientation can account for a considerable portion of a company’s success or failure. Therefore, the objective of this conceptual paper is to propose a model that determines which type of organizational culture (clan, hierarchi- cal, adhocracy, or market) facilitates a greater degree of customer orientation. Specifically, this research proposes that a market type of organizational culture will have greater customer orientation than the other classifications of organi- zational culture and that a higher degree of customer orientation fosters employee satisfaction, which can have a pos- itive impact on customer satisfaction.

show abstract

“…Most organizational theory is assumed to be universal (Hofstede & Bond, 1988). It is "based upon American norms with results that are culturally conditioned" (Morey & Luthans, 1984). Boyacigiller and Adler (1991) further stated, "theories apply irrespective of context, that is, that they apply under any political, economic, cultural, legal or historical situation."…”

Section: Introductionmentioning

confidence: 99%

Cultural dimensions of Russia: Implications for international companies in a changing economy

Bradley¹

1999

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

The collapse of the Soviet Union has presented international companies with an opportunity to invest in the new Russian marketplace. The successful implementation of ventures in Russia has been difficult. The ability to understand the local cultural characteristics has been a key element in this difficulty. This study examines the cultural dimensions of a factory in Yoshkar‐Ola Russia. The cultural values of both the factory workers and the managers indicate little differences between their cultural values. An examination of the individual cultural dimensions is provided relative to the Russian workplace. A comparison between Germany, Japan, and the United States and Russia regarding their cultural values is analyzed. © 1999 John Wiley & Sons, Inc.

show abstract

An Emic Perspective and Ethnoscience Methods for Organizational Research

Cited by 118 publications

References 8 publications

What do doctors mean when they talk about teamwork? Possible implications for interprofessional care

What do doctors mean when they talk about teamwork? Possible implications for interprofessional care

A Conceptual Model of Organizational Culture and Its Implications in the Service Sector

Cultural dimensions of Russia: Implications for international companies in a changing economy

Contact Info

Product

Resources

About