Chapter 4: The grounded theory methodology: over fifty years of inquiry!
Restricted access

This chapter explores the grounded theory methodology and its application to organizational change research. While qualitative approaches to research offer an important methodological contribution to the organizational change domain, the grounded theory methodology has received limited attention from both scholars and practitioners alike. This chapter seeks to reflect on the methodology’s contributions to business studies over the past fifty years, with reference to organizational change inquiry. In seeking to build a theoretical understanding of phenomenon from the ground up, the methodology is particularly suited to holistic inquiry exploring organizational patterns and sequences over time. The chapter will explore the methodology’s origins, its characteristics and attributes, its value to empirical inquiry, and lessons learned from practice. The chapter concludes with a cross-case analysis and a series of recommendations to support greater grounded theory synthesis during inquiry.

You are not authenticated to view the full text of this chapter or article.

Access options

Get access to the full article by using one of the access options below.

Other access options

Redeem Token

Institutional Login

Log in with Open Athens, Shibboleth, or your institutional credentials

Login via Institutional Access

Personal login

Log in with your Elgar Online account

Login with your Elgar account