Critical realism and attribution theory in qualitative research

Abstract

PurposeThe aim of this paper is to develop an integrative model that explains how incorporating the two epistemological positions of critical realism and attribution theory can help qualitative organisational researchers better understand the reality of social actors through different lenses. In addition, the paper aims to demonstrate the application of the model through a study of organisational justice perceptions of elite Muslim professionals undergoing performance appraisal in the UK banking sector.Design/methodology/approachThe approach adopted used semi-structured in-depth interviews with Muslim professionals in elite positions in UK Western and Islamic banks. Access to participants was secured through a process of purposive and snowball sampling, a tool often used to recruit hard-to-reach populations. The data were analysed through the integrative model developed in this paper.FindingsThe integration of critical realism and attribution theory provided different dimensionalities of social reality. Attribution theory enabled a systematic identification of social phenomena and their causal mechanisms, defined the characteristics of those mechanisms and highlighted who/what is responsible for and affected by them. Critical realism distinguished between causal mechanisms and the generative forces that help those mechanisms to be actualised and have effect.Originality/valueThe contribution of this paper is twofold. First, to the best of my knowledge, it is the first paper to build a novel integrative model of these two epistemologies. Second, it presents a detailed application of the model in a contemporary study of the perceptions of justice of Muslims in the UK banking sector.

Performance management systems in a shared service centre: an exploration of organisational injustice

“…They attributed the perceived unfairness to interactions with superiors and peers related to the use of the PMS. Accordingly, this is in line with the findings of attribution theory, in which negative occurrences are attributed to the behaviours of others—in this case, the negative interactions with peers and superiors—that one finds unstable and uncontrollable (Ployhart and Ryan, 1997; Al-Sharif, 2021). This means that the existence of a PMS, even if it is deemed suitable for the organisation, does not automatically provide stable procedures that enable employees to control outcomes through their own efforts (Birnberg et al.…”

“…Organisational justice and attribution theory have typically been used deductively in positivist research, in which theory determines the research. In contrast, we adopt a qualitative case study method similar to that used in Al-Sharif's (2021) interpretive research and apply an abductive line of reasoning. The abductive process starts by identifying and confirming an anomaly in the empirical data and/or literature and then turns to conceiving ideas that help explain the anomaly (Sætre and Van de Ven, 2021).…”

“…The distribution of outcomes, such as rewards, should meet employees' expectations (Ghosh et al, 2014). Attributions are specifically related to perceptions of distributive justice, as positive or fair outcome is often attributed to one's own stable and controllable characteristics and negative or unfair outcome is attributed to some external factors that may change towards and are uncontrollable to an individual (Ployhart and Ryan, 1997;Al-Sharif, 2021). The PMS is an external factor in such attributions, but it could provide stability and controllability as the basis for perceptions of fairness when a person can intentionally work towards set targets (Birnberg et al, 1977).…”

“…While earlier research has studied organisational justice and some negative consequences related to PMS, it has focussed on specific parts of PMS, such as performance appraisal or target setting, which inherently focus on the relationship between superiors and subordinates (e.g. Ord oñez et al, 2009;Al-Sharif, 2021). In contrast, our abductive approach reveals a perspective in which the overall PMS affects interactions and perceived justice in the organisation at large (Bourguignon and Chiapello, 2005) between peers and different organisational levels (cf.…”

“…Ordóñez et al. , 2009; Al-Sharif, 2021). In contrast, our abductive approach reveals a perspective in which the overall PMS affects interactions and perceived justice in the organisation at large (Bourguignon and Chiapello, 2005) between peers and different organisational levels (cf.…”