BE969 Research Methods in Management and Marketing Sample
Qualitative Analysis Assessment (1500 words maximum) - 50% of module mark
For the purpose of this assignment, you have been given a specific research question.
Research Question: How do CEOs talk about sustainability?
You are asked to:
i) design a qualitative research mini-project based on secondary data to answer this question and explain its limitations.
ii) conduct either a) thematic analysis or b) story analysis on the sample chosen for your dataset
iii) Report on your findings by explaining the themes and providing excerpts from data
iv) Provide a table in the appendix, summarizing your systematic coding of the data (this does not count in your word count).
Note
Please note that the analysis of qualitative data can be very time-consuming. The desirable amount of data depends on the type of data you collect (e.g. interviews, tweets). You are welcome to analyze any amount of data, but given the complexity of qualitative data, we recommend that you to conduct the analysis on maximum 10,000 words of data from your dataset.
Using the secondary data collected or a part of it as a “text”, write a 1500-word (maximum) research analysis.
Your submission MUST include the following:
1. Explain what source of secondary data you use. Specify the sample you have chosen at the top of your submission and its limitations. You will need to provide the link to the dataset in appendix. (~150-250 words)
2. Depending on your chosen method, explain the principles of thematic analysis or story analysis using 2 references and then explain the steps you have taken to conduct the analysis (~150-250 words)
3. Your analysis of the text: You should begin your analysis by stating clearly the analytical method used. (~1000-1200 words words)
4. Appendix should include a table summarizing your themes/code.
5. Appendix should include a list of references to the sources of secondary data used for this purposes, such as interviews with CEOs webpages, biographies, Twitter posts.
Solution
Source of Data and Limitations
The secondary data garnered for the purpose of the research is interviews of CEOs of 4 corporations. The limitations of the sample which consists of interview transcripts are the following:
1. Social desirability bias: Interviewees may want to present themselves in a favorable light, which can lead to social desirability bias. This can result in interviewees withholding information, exaggerating or minimizing their responses, or providing answers that they think the interviewer wants to hear.
2. Response bias: Interviewees may be influenced by response bias, where their answers are influenced by factors such as the wording of the questions, the interviewer's tone, or their own biases or assumptions.
3. Small sample size: Interviews tend to be time-consuming and labour-intensive, which limit the sample size. This makes it difficult to draw generalizable conclusions from the data collected.
A Qualitative Mini-Research
This exploratory study aims to address the question, "How do CEOs discuss sustainability?" by collecting and evaluating a sample of interviews with top executives in order to identify common themes and patterns. This information was acquired from a secondary source, including CEO interviews performed by the mainstream media between 2018 and 2023 and concentrating on environmental sustainability. The reoccurring motifs and underlying codes of the presented topics were conveyed accurately in these discussions. The sample contained four interviews with successful CEOs from different periods, with a focus on long-term viability. To pick CEOs from firms all around the globe, a systematic selection approach was used, and sample interviews were conducted between interviewers and CEOs to show the procedure. Indeed, terms such as "CEO," "environment and sustainability," and "2018-2023" had a substantial influence on the candidate pool reduction. Getting relevant data for the mini-research project required the use of keywords, however it was very difficult to locate data between the designated years. So, it was challenging to pick the appropriate information from the vast number of example interview studies accessible online through different types of the media.
Thematic Analysis
The technique known as "thematic analysis" is used to identify, examine, and report on recurrent themes in research data (Braun and Clarke, 2021). Using theme analysis, this exploratory research project will examine selected interview excerpts and CEO remarks on the issue of environmental sustainability. A number of media channels will create reporting subjects that help identify CEO trends while addressing sustainability. Although codes illustrate the utility of the information under evaluation, themes represent the broader insights, patterns, and trends discovered. The research analyst has zeroed in on the most significant aspect of the passage that may be assessed in respect to the investigated phenomenon (CEOs' discussion of sustainability). Thematic analysis was inductive since the themes emerged from the investigated data and the texts included copious amounts of descriptive material. These CEOs' core beliefs about sustainability were the subject of this little research project, but the resulting themes did not instantly emerge. In addition, the followings steps were followed to conduct the thematic analysis:
Data Familiarisation: Noting the information or doing the transcription of the data that was obtained
Creation of preliminary codes: encoding the important characteristics
Looking for Common Themes: Data collection for each and every theme
A review of the themes: Whether or whether the selected themes will work for the development of the thematic map.
The definition of the theme: Putting names to themes.
Manufacturing of Reports: Make any necessary changes to the report in light of the research question, then write the completed report.
Findings
The secondary sources for university assignment help listed below were retrieved and then subjected to a six-step thematic analysis to identify relevant codes and topics. Due in large part to the use of theme analysis, several illustrative interviews with CEOs reacting to sustainability issues have resulted in the construction of a data set replete with information. The purpose of the preliminary research study was to examine the varied snippets in order to identify recurring themes and topics when CEOs discuss sustainability.
To get the most accurate information, the interview transcripts were checked in the order in which they appeared between 2018 and 2023 on Google Search. This enabled us to locate all of the best interviews with energy and automobile industry experts about sustainability. After evaluating several transcript examples, we highlighted critical areas, assigned codes, and created tables to summarize the information provided in each CEO's interview. Commenting was used to verify the reliability of the data by displaying how well the gathered data represented the target population (Boyatzis, 2021).
After further research, the selected passages were evaluated and coded. During the operation, every specimen was evaluated for possible inclusion in the study. In chronological sequence, the interview transcripts of each CEO were scrutinized and analyzed. The earliest CEO interview transcript studied was from 2018, while the most current was from 2023. After highlighting and tagging the paragraphs, the topics were selected and given names.
After this, the highlighted themes and perspectives were utilized to identify the chief CEO perspectives on sustainability. As a consequence, the data was studied and evaluated, and the CEO talks led to significant sustainability advancements. Using this method, we were able to compare and contrast data from various historical periods and track the growth and fall of varied points of view across history (Braun and Clarke, 2021). This is how the findings of the preliminary research are contextualized and presented. The thoughts of CEOs on sustainability from meetings conducted between 2018 and 2023 are presented in these results.
The majority of CEOs who participated in the mini-study, which analyzed interview transcripts from four separate years between 2018 and 2021, discussed environmental sustainability. Several firms pursue success by fulfilling client requirements and achieving organizational goals, while also being ecologically and socially responsible. The key to their success is innovating methods that not only have less adverse environmental effects, but also generate positive advantages for the internal and external surroundings of the firm. Below are extracts from the mini-research study that were used to generate the appendix's codes, subthemes, and themes.
Dataset I: Schneider Electric’s CEO and Chairman: Jean-Pascal Tricoire
(Question 1)
Interviewer: What role do the digital tools serve Schneider Electric?
Jean-Pascal Tricoire: We believe that everything on the production floor should be interconnected. Our ultimate objective is to eliminate carbon emissions everywhere. Now, focus is placed on developing the structure for a truly circular economy, in which technology may once again play a major role (Boer et al., 2021).
Dataset II: CEO of Nestle: Magdi Batato
(Question 2)
Interviewer: Why did Nestlé establish a goal of producing zero greenhouse gas emissions?
Magdi Batato: Nestlé, has been efficiently making food and other goods for 154 years. We prioritize environmental awareness to ensure the longevity of our business for the next 150 years and beyond.
As a food and beverage company, we get all of our raw ingredients from farms and ranches. Air quality, soil moisture, and the availability of water are all crucial to the effectiveness of our activities. If we cannot have sufficient raw materials, we cannot manufacture excellent products. Given the importance of addressing climate change, net zero is polarizing. In the next decades, if nothing is done, global warming may cause temperatures to rise by more than 5 degrees Celsius. The consequences are immeasurable for all of us, and global societies and the planet would suffer catastrophic damage. Everything would be influenced in some way. By 2050, Arabica coffee, which is used to manufacture Nespresso and Nescafé, will no longer be accessible. As a consequence, we take sustainability seriously and consider it essential that we contribute to the path to net-zero emissions.
Our shared principles are second only to the protection of our members. Nestlé employs a wide variety of nationalities, languages, and cultural practices. Our core principle is the utmost regard for one another and for our customers. Respect for future generations is incompatible with unsustainable corporate practices. This is why Nestlé should aim for a zero carbon footprint (Farnworth and Brackley, 2022).
Dataset III: CEO of Kesko: Mikko Helander
(Question 3)
Interviewer: How do your customers perceive your environmental responsibility?
Mikko Helander: The company's devotion to environmental preservation is one of the countless factors that have led to Kesko's extraordinary success. In 2015, for instance, we owned 32% of the Finnish supermarket market and serve daily 950,000 customers. Last year, we held more than 38% of the market, and our daily client count is rapidly nearing 1,300,000 people. During the last six years, we have increased grocery store sales by €1.8 billion.
Significant growth has occurred in the number of clients seeking our services. This is attributable to a number of things, not the least of which is the substantial effort we've invested in upgrading our retail locations. We have created a variety of solutions and a system for our loyalty cards. We spent a substantial amount of money to get more comprehensive customer information. While it might be a combination of these reasons, customer confidence in Kesko is highest regarding the company's dedication to sustainability. After implementing the remaining components and services, we will be able to grow our market share (McKinsey & Company, 2021).
Dataset IV: CEO of S&P Global: Doug Peterson
(Question 4)
Interviewer: How does sustainability integrate into the grander scheme of things?
Doug Peterson: From the outset, we have been striving toward this objective. We adopt a two-pronged approach to sustainability: first, we assess our own behavior and how we deal with all of our stakeholders; second, we examine the market and the ESG solutions we provide.
I informed our board a few years ago that I did not feel qualified to judge other businesses based on ESG if we did not accord it the same weight. To better serve our shareholders and the communities in which we operate, we have chosen to adopt ESG.
It has been shown that "G" factors exist. Our governance requirements are quite rigorous, and we chose only last year to keep the roles of CEO and chairman distinct. We wanted to study critical "S"-side elements, so we devised specific plans for diversity and inclusion, staff wellness, employee education, and community participation and responsibility, among others. On the "S" side, we must pay special attention to key characteristics.
The majority of our carbon footprint is attributed to the construction and operation of buildings, as well as the movement of people and goods. We hired a firm to evaluate our emissions and provide recommendations on how to decrease them. We have just implemented a program to minimize our usage of paper and plastics, as well as a task force for climate-related financial reporting.
We developed a suite of commercial tools to assist investors in making decisions by providing them with basic data and analytics upon which to base their decisions. Our ESG (environmental, social, and governance) expertise encompasses all facets of our organization. We are able to give credit ratings, evaluations, and indices; we have access to environmental data on 15,000 enterprises via Trucost; and we can provide insight into the factors driving the energy transition to a low-carbon economy (Murphy, 2021).
References
Boer, E. de, Giraud, Y. and Swan, D. (2021). CEO dialogue: Perspectives on Productivity and Sustainability. [online] McKinsey & Company. Available at: https://www.mckinsey.com/capabilities/operations/our-insights/ceo-dialogue-perspectives-on productivity-and-sustainability [Accessed 17 Mar. 2023].
Boyatzis, R.E., 2021. Transforming qualitative information: Thematic analysis and code development. SAGE Publications.
Braun, V. and Clarke, V., 2021. Reflecting on reflexive thematic analysis. Qualitative Research in Sport, Exercise and Health, 13(6), pp.1295-1304.
Farnworth, E. and Brackley, A. (2022). An Interview with Nestle. [online] ERM. Available at: https://www.sustainability.com/thinking/an-interview-with-nestle/ [Accessed 17 Mar. 2023].
McKinsey & Company (2021). Sustainability and Growth Go Hand in hand: An Interview with Mikko Helander. [online] McKinsey & Company. Available at: https://www.mckinsey.com/industries/retail/our-insights/sustainability-and-growth-go-hand-in-hand-an-interview-with-mikko-helander [Accessed 17 Mar. 2023].
Murphy, C. (2021). CEOs on Sustainability. [online] Russellreynolds.com. Available at: https://www.russellreynolds.com/en/insights/articles/ceos-on-sustainability [Accessed 17 Mar. 2023].
Nowell, L.S., Norris, J.M., White, D.E. and Moules, N.J., 2017. Thematic analysis: Striving to meet the trustworthiness criteria. International Journal of Qualitative Methods, 16(1), pp.1-
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