تحقیقات کیفی مدیریت ورزشی
Abstract
1- Sally
2- Larena
3- An article snapshot: 2011–2013
4- Constraints to using qualitative research approaches
5- Self-reflection on “doing a better job” and moving qualitative research ahead in sport management
6- Ways forward
7- Conclusions and new directions
Acknowledgement
References
Abstract
In this review article, we aim to explore and promote dialogue regarding the use of contemporary qualitative research methods being used in sport management. The first section is a snapshot of qualitative research from 2011 to 2013 in the three main sport management journals: Sport Management Review (SMR), the Journal of Sport Management (JSM), and European Sport Management Quarterly (ESMQ). Secondly, we comment on this snapshot, outlining not only how far we have come in qualitative research in sport management but also drawing attention to some of the constraints to its current use. Thirdly, we illustrate what might help us to reflect on our use of qualitative research methods. This leads us to our final section, in which we utilise that reflection to outline some ways forward; how can we contribute to sport management by using qualitative research methods in imaginative and innovative ways?
Sally
I’ve always wanted my research to make a difference. It came as a huge shock to me when I did my PhD that the people in the organisations that I was conducting my research with didn’t embrace it. One or two people ‘got it’, but for others it was dismissed as ‘biased’ and ‘anecdotal’. I was astonished! How could my carefully constructed research be rejected in such a cavalier manner? Perhaps my reaction to this criticism was so sharp because I was invested in that research: I wanted to make a difference to sport organisations. This investment is a feature of all of my research; whether to help organisations work out how to govern better, enter into more productive partnerships, or become places where people want to go to work regardless of their gender or sexuality. Qualitative research provides opportunities to do this, using participants’ experiences to understand a topic and then possibly frame alternatives, whether those alternatives are radical or incremental change (Alvesson & Gabriel, 2013). These alternatives can be explicit, for example policy driven, or implicit such as providing alternative ways to create an organisation. Even the status quo might be the outcome, as long as it is considered after critical organizational engagement. Qualitative research also provides the opportunity to ‘write ourselves into’ the research, that is to recognise our personal interest in research but also remember that we are researchers and so have to have some distance from our work.