Chapter 12: Conducting phenomenon-driven rapid-response research to explore disruption and its impact on the minority experience
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The organizational landscape over the past decade has changed dramatically as a response to various levers of change, which include technological advancements, regulatory changes, socio-political movements, and man-made and natural disasters. Organizational scholars have argued that empirically examining these disruptions to understand how they impact organizations and those within them necessitates the adoption of newer methods as traditional methods alone are not suited for keeping up with these constant disruptions. We answer the call with a chapter detailing our experience conducting phenomenon-driven rapid-response research during a disruptive event. Specifically, we detail the methods that were undertaken in order to examine racism experienced by Asian American and Asian Canadian professionals and the impact it had on their work identities during COVID-19. The two authors share their experience conducting research on an emerging phenomenon guided by the principles of phenomenon-driven rapid-response research, which allowed for a more flexible way to capture and explore the topic of interest compared to traditional theory-driven approaches. We provide key learnings and takeaways regarding the different methodologies that were adapted to promptly examine the experiences of Asian professionals as the pandemic unfolded, and discuss their implications.

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