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Title: Reflexive conversations: constructing hermeneutic designs for qualitative management research
Authors: Robinson, Sarah
First Published: 11-Jun-2015
Publisher: Wiley for British Academy of Management
Citation: British Journal of Management, 2015, 26(4)
Abstract: Responding to calls to widen the range of qualitative approaches used within management research, this article addresses perceived difficulties in applying hermeneutics to interview based research and suggests ways forward for management researchers to develop their own hermeneutic derived research designs. Firstly, it reviews how tools from the hermeneutic tradition have been utilised, demonstrating specifically how a sub-branch, critical hermeneutics, is particularly well suited to the complexities of management research offering a flexible means of exploring complex research relationships between ‘texts’, contexts and the researcher. Secondly, the paper makes a specific contribution through detailing the experience of the inception and implementation of a hermeneutic research design and demonstrates of application of a four-stage hermeneutic analytic model for use with interview transcripts. This case addresses how the interviews have been co-created by the research participant and the researcher and suggests ways of acknowledging the implications of this relationship and thus of increasing researcher reflexivity within the analytical process. The benefits and limitations of implementing hermeneutic research designs are then discussed.
DOI Link: 10.1111/1467-8551.12118
ISSN: 1045-3172
eISSN: 1467-8551
Version: Post-print
Status: Peer-reviewed
Type: Journal Article
Rights: Archived with reference to SHERPA/RoMEO and publisher website. ‘This is the peer reviewed version of the following article: British Journal of Management, 2015, 26(4), which has been published in final form at This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving'. 2 year embargo
Description: The file associated with this record is under embargo until 24 months after publication, in accordance with the publisher's self-archiving policy. The full text may be available through the publisher links provided above.
Appears in Collections:Published Articles, School of Management

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