Introduction
Primary data collection is associated with certain peculiarities as human subjects are involved. It is important to make sure that ethical standards are followed and the respondents are willing to be actively engaged. Qualitative research design ensures the attainment of a vast amount of data concerning people’s perspectives, attitudes, and behaviors. The proposed study concentrates on the influence of veterans’ mindsets on the organizational cultures of companies operating in the commercial context. Therefore, the use of qualitative research design is justified, but it is important to make sure that all potential pitfalls are considered, and the corresponding measures are undertaken to enhance the research validity and reliability.
The Nature of the Problem and Companies Under Study
The impact organizational culture has on companies’ performance has been investigated, but the ways post-9/11 military personnel can contribute to the development of organizations’ cultural contexts is still under-researched. Felipe et al. (2017) claim that different types of organizational culture can be instrumental in creating a competitive advantage for companies in specific settings. Cater and Young (2020) note that veterans tend to have strong leadership skills, as well as knowledge, character traits, and so on, that can help companies leverage their performance. At that, the transition from the military to civilian context is often challenged by the gap between military people’s expectations and civilian managers’ understanding of these people’s needs (Dexter, 2020). The lack of certain skills can also be an obstacle to veterans’ smooth transition from military to the civilian context (Cooper et al., 2016; Nazri & Rud, 2019). In order to develop effective solutions to these issues, it is important to analyze military personnel’s perspectives and the attitudes of employers in the commercial setting. By identifying and considering the gaps between veterans and civilian employers, researchers and practitioners will create sound strategies to bridge these gaps.
The focus of this study is on the joint venture of two commercial companies operating in the military domain by providing services to the U.S. military forces in different ways. Threat Tec and Yorktown Systems Group provide such services as training, education, project management, data analysis, and others. By exploring the views and attitudes of the employees of these companies, the proposed project will contribute to the development of a solution to a number of issues. The present project aims at examining the exact influence of post-9/11 veterans’ mindsets on the organizational culture of business operating in the commercial sphere.
Respondents’ Characteristics and Rationale
Qualitative research methodology enables researchers to identify people’s attitudes and behaviors associated with some phenomena or trends. These insights are instrumental in creating a clear picture of people’s mindsets and potential behaviors as responses to certain changes or situations (Cassell, Cunliffe & Grandy, 2017). In order to address the objective of the present study, it is important to evaluate the attitudes of such people as veterans, HR specialists, and top managers of the companies mentioned above. Such qualitative data collection methods as interviews, a survey, and observation will be utilized. The use of multiple strategies will ensure enhanced validity of the findings achieved through triangulation (Gephart, 2017). These tools will assist in obtaining more insights into the participants’ views.
The subject matter of the proposed research is the exploration of the influence veterans’ mindsets have on organizations. Therefore, it is but natural to dig deeper into these people’s perspectives and experiences. Since the purpose of the study is to gain a general understanding of the association between people’s attitudes and companies’ organizational cultures, employees with different backgrounds should be included. Such variables as gender, age, the occupation will be excluded from the selection criteria for veterans. People employed for over three months will be included as this period is sufficient for the formation of a clear picture and engagement of veterans into the company’s functioning.
Veterans will respond to the open-ended questions related to such spheres as their current perceived performance, their relationships with other employees, the challenges they face, the opportunities they see for their professional progress. Specific attention will be paid to the company’s organizational culture, so all the questions will be linked to this aspect. Veterans will be encouraged to share their views concerning the existing culture, as well as its strengths and weaknesses.
Human resources professionals will also take part in the proposed study as they are the professionals who have a deep understanding of their companies’ organizational culture, the characteristics of the staff, and the way employees affect the development of the cultural context of the enterprise. One of the central excluding criteria related to these participants will be their working experience and employment period at the current company. People working for less than a year will be excluded as they are likely to have a limited understanding of the peculiarities of the organizational culture and the ways it has been evolving. A one-year period is also needed to evaluate the exact influences of different employees. The open-ended questions used in the group of HR specialists will be linked to the specifics of the organizational culture, changes that have occurred recently, the way veterans have had an impact on its evolvement, as well as the overall performance of their company.
Finally, executives should also participate in the research as these people have the deepest insight into the organizational culture and the strategic development of the company. They see and articulate the organizational objectives to be attained and have the necessary information regarding the overall performance of the company. The open-ended questions to be asked will address the peculiarities of the organizational culture as top managers see it and the way the organization should progress. These respondents will also be encouraged to share their views on potential influences veterans on the organizational culture.
Brief Descriptions of Respondents
As mentioned above, the participants will answer the questions related to their views on organizational culture, company’s performance, as well as their performance, relationships with others, and perceived and potential input into the development of the organizations. At that, each respondent will be asked some unique questions related to their field and scope of practice (see Table 1). Observations will be implemented during several sessions, involving all respondents.
Table 1:Some Respondent-Specific Details
Barriers to Obtaining Data
Data collection involving human subjects is often associated with some peculiarities and challenges. For instance, respondents may provide socially accepted answers instead of sharing their attitudes and opinions (Gephart, 2017). People tend to create a socially favorable image that can differ from their actual perspectives in fear of losing their job or worsening their relationships with others. Military personnel can also have particular behavioral patterns associated with subordination and commitment to strict rules and orders, which can also make them less sincere or open. Some data is (or can seem) confidential, and some participants will be reluctant to provide more details regarding certain aspects (such as financial). In order to address these constraints, the questions will be clear and unbiased. No sensitive or confidential information will be required to answer the given questions. The questionnaires for the survey and interviews will be created in terms of some topical clusters. The participants will address several related questions, which will be instrumental in gaining more insights into their actual attitudes.
When it comes to observations, people may feel uneasy and will not act naturally, which may have a negative impact on the study findings. However, several observation sessions will be implemented, so the participants will feel more relaxed as they will be acquainted with the researcher and will get accustomed to the format. Moreover, the participants will be informed about the goals of the study and its potential outcomes that can have positive effects on the company’s performance.
Clearly, it can be difficult to arrange interview sessions, as the participants may have tight schedules and a considerable workload. They may invest little time to complete surveys or take part in the interviews. Therefore, it is critical to make sure that the researcher provides a range of opportunities related to scheduling or implementing interview sessions. The use of technology may be helpful in this respect as the use of online platforms (such as Skype) can ensure enhanced flexibility. As far as observations are concerned, some challenges may also be encountered as the companies in question cooperate with the U.S. military agencies, so confidentiality and specific attention to sensitive data is in place. Hence, it can take some time to arrange particular schedules for observation as well.
Conclusion
In conclusion, it is necessary to note that qualitative data collection ensures access to valuable data regarding people’s attitudes and behaviors. Veterans will share their views regarding diverse aspects of their work in a commercial setting, while employer representatives will provide their insights into the matter. This information will be instrumental in identifying the exact ways veterans influence the organizational culture in a non-public environment where values and goals differ from those typical of the public context. Although some challenges will arise, qualitative research methods are characterized by numerous tools that can effectively address potential gaps.
References
Cassell, C., Cunliffe, A. L., & Grandy, G. (2017). Introduction: qualitative research in business and management. In C. Cassell, A. L. Cunliffe & G. Grandy (Eds.), The Sage handbook of qualitative business and management research methods (pp. 1-14). Sage.
Cater, J. J., & Young, M. (2020). U. S. veterans as emerging entrepreneurs: Self-efficacy, intentions and challenges. Journal of Developmental Entrepreneurship, 25(02), 1-21. Web.
Cooper, L., Caddick, N., Godier, L., Cooper, A., & Fossey, M. (2016). Transition from the military into civilian life. Armed Forces & Society, 44(1), 156-177. Web.
Dexter, J. C. (2020). Human resources challenges of military to civilian employment transitions.Career Development International, 25(5), 481-500. Web.
Felipe, C. M., Roldán, J. L., & Leal-RodrĂguez, A. L. (2017). Impact of organizational culture values on organizational agility. Sustainability, 9(12), 1-23. Web.
Gephart, R. P. (2017). Thematic analysis in organizational research. In C. Cassell, A. L. Cunliffe & G. Grandy (Eds.), The Sage handbook of qualitative business and management research methods (pp. 33-53). Sage.
Nazri, M., & Rud, M. (2019). Military leadership: A systematic literature review of current research. International Journal of Business and Management, 3(2), 1-15. Web.