 |
 |
 |
 |
|
 |
 |
|
 |
METHODOLOGY
Qualitative methods
were used to explore the impact of ICTs on intra-
organizational processes since these methods allow the researcher to examine the
phenomenon of interest in its natural setting. Case studies were considered most
appropriate since they allow for the adoption of multiple data collection methods
(Yin, 1984), which was thought to be important in order to develop the rich case
descriptions needed to build theoretical understanding. Case studies generate
insightful stories, rather than statistical information, and permit a better understand-
ing of organizational complexity from an insider’s viewpoint (Mitchell, 1983)
allowing the researcher to formulate a more holistic perspective on the studied
phenomenon (Van Maanen, 1979). The cases reported in this paper were drawn
from a larger pool of cases that have focused on investigating innovation processes
in both manufacturing and service organizations across Europe. These two cases
have been selected because they allow some interesting comparisons in relation to
intra-organizational electronic commerce. Exploring the contextual similarities and
differences between the cases is useful for examining their impacts on intra-
organizational electronic commerce (Orlikowski, 1993).
Methods of data collection included interviews, on-site observation and
documentation. Adopting multiple methods is important not only to enhance the
richness of the findings but also to ensure validity through the process of triangulation
(Stake, 1995). The research in each case was conducted over a period of
approximately 18 months. This included four visits to the bank during this period and
two to the airline. The interviews, in both cases, were conducted primarily with
project team members and sponsors and included individuals from various
hierarchical levels and divisions. The interviews were conducted face-to-face, using
a semi-structured interview schedule, and tape-recorded and later transcribed. The
interviews varied in length, but most were between one-and-a-half and
two hours.
The on-site observation took place during visits to the companies and allowed
informal conversations with project members during coffee and lunch breaks. In
the