Qualitative analysis in the management sciences
Keywords:
qualitative analysis, management sciencesSynopsis
The management sciences currently face analytical challenges of high complexity arising from digital transformation, organizational heterogeneity, and the centrality of knowledge as an intangible strategic resource. In this scenario, linear and exclusively quantitative approaches prove insufficient for understanding the real dynamics of organizations, which are characterized by non-linear processes, symbolic relations, and socially constructed practices.
Qualitative analysis therefore becomes indispensable for interpreting meanings, discourses, routines, experiences, and power relations that shape organizational action. Accordingly, the present work offers an approach to the main techniques, including the following:
Chapter 1 introduces the foundations of qualitative analysis, addressing its epistemological principles, types and approaches to qualitative research, data collection techniques, and the coding process as the core of analysis. Emphasis is placed on the interpretive, recursive, and contextual nature of qualitative analysis, establishing the conceptual bases that run throughout the entire work.
Chapter 2 focuses on Grounded Theory, examining its classical origins, philosophical foundations, and contemporary developments. Its analytical procedures, principal variants—classical, constructivist, and critical realist—and its potential to generate substantive theory directly from organizational data are analyzed.
Chapter 3 addresses thematic analysis as a flexible strategy for identifying and systematizing patterns of meaning. Its phases, criteria of rigor, advantages, and limitations are described, as well as its articulation with other qualitative approaches, demonstrating its usefulness for the construction of conceptual models in the administrative field.
Chapter 4 develops discourse analysis as an approach to understanding how language constructs organizational realities, identities, legitimacies, and power relations. Its main currents and applications in areas such as strategy, organizational culture, and digital transformation are examined.
Chapter 5 presents argumentation theory as an analytical tool for examining processes of decision-making, persuasion, negotiation, and conflict in administrative contexts, highlighting its value for the critical analysis of organizational discourses.
Chapter 6 analyzes the content analysis approach, both qualitative and quantitative, underscoring its usefulness for the systematic study of documents, strategic texts, and organizational narratives, as well as its integration with qualitative analysis software.
Chapter 7 explores the case study as an in-depth research strategy, addressing its methodological design, criteria of rigor, and potential for understanding complex organizational phenomena in real contexts.
Chapter 8 introduces ethnography as a method for analyzing organizational culture, everyday practices, and symbolic dynamics, emphasizing its relevance in hybrid and digital organizational environments.
Chapter 9 develops hermeneutics as an interpretive approach centered on understanding meaning and lived experience, applying it to leadership, ethics, and processes of organizational change.
Chapter 10 is devoted to the interview as a central technique of qualitative research, analyzing its biases, technological transformations, and strategic applications in talent management and decision-making.
Finally, Chapter 11 addresses action research as a participatory, ethical, and transformative approach, highlighting its potential to articulate administrative theory and organizational practice oriented toward change and continuous improvement.
Integrative Final Reflection
In the contemporary context, the administrative sciences face analytical challenges derived from increasing organizational complexity, digital transformation, and the centrality of knowledge as an intangible strategic resource. Organizations can no longer be understood solely through linear models or approaches based on the measurement of isolated variables, given that their real functioning is shaped by meanings, interpretations, symbolic relations, power dynamics, and situated social processes. In this scenario, qualitative analysis is consolidated as an indispensable approach for understanding organizational action in its depth and complexity.
Qualitative analysis makes it possible to explore how organizational actors construct meaning, interpret norms, negotiate decisions, and configure everyday practices in specific contexts. Unlike quantitative approaches, which privilege statistical generalization, qualitative analysis provides a contextual, processual, and relational understanding of administrative phenomena. This perspective is particularly relevant for studying dimensions such as organizational culture, leadership, strategy, innovation, ethics, organizational change, and decision-making, where meanings and discourses play a central role.
The possibilities of qualitative analysis in the administrative sciences are broad and diverse. Approaches such as grounded theory allow for the generation of substantive theory from empirical data; thematic analysis facilitates the identification of cross-cutting patterns of meaning; discourse analysis enables examination of how language constructs organizational realities and legitimacies; while case studies and ethnography make it possible to understand complex phenomena in real and dynamic contexts. This methodological plurality offers researchers analytical flexibility and a closer alignment between research questions and investigative strategies.
Consequently, qualitative analysis not only increases the interpretive rigor of administrative research but also expands its explanatory and critical capacity. By enabling an understanding of organizations from the perspective of actors and within their specific contexts, qualitative analysis strengthens the role of the administrative sciences as disciplines oriented not only toward efficiency, but also toward understanding, ethical reflection, and organizational transformation.
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