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Interest-Talk as Access-Talk: How Interests are Displayed, Made and Down-played in Management Research

Whittle, A.; Mueller, F.; Lenney, P.; Gilchrist, A.

Interest-Talk as Access-Talk: How Interests are Displayed, Made and Down-played in Management Research Thumbnail


Authors

A. Whittle

P. Lenney

A. Gilchrist



Abstract

This paper addresses the methodological issue of how researchers gain access and build trust in order to conduct research in organizations. It focuses, in particular, on the role of interests (what actors want or what they stand to gain or lose) in the research relationship. The analysis shows how notions of interests, stake and motive were managed during an action research study in a UK subsidiary of a multinational corporation. The study uses an approach to discourse analysis inspired by the field of discursive psychology to identify four discursive devices: stake inoculation; stake confession; stake attribution; and stake construction. The paper contributes to the understanding of research methodology by identifying the importance of interest‐talk in the process of doing management research.

Citation

Whittle, A., Mueller, F., Lenney, P., & Gilchrist, A. (2014). Interest-Talk as Access-Talk: How Interests are Displayed, Made and Down-played in Management Research. British Journal of Management, 25(3), 607-628. https://doi.org/10.1111/1467-8551.12021

Journal Article Type Article
Online Publication Date May 10, 2013
Publication Date 2014-07
Deposit Date Jun 23, 2020
Publicly Available Date Jun 23, 2020
Journal British Journal of Management
Print ISSN 1045-3172
Electronic ISSN 1467-8551
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 25
Issue 3
Pages 607-628
DOI https://doi.org/10.1111/1467-8551.12021
Public URL https://durham-repository.worktribe.com/output/1268207

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Copyright Statement
This is the peer reviewed version of the following article: Whittle, A., Mueller, F., Lenney, P. & Gilchrist, A. (2014). Interest-Talk as Access-Talk: How Interests are Displayed, Made and Down-played in Management Research. British Journal of Management 25(3): 607-628 which has been published in final form at https://doi.org/10.1111/1467-8551.12021. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions.




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