Qualitative research: advancing the science and practice of hospitality.(managers and researchers need to work together)

(7.) J.M. Bartunek and M. Seo, "Qualitative Research Can Add New Meanings to Quantitative Research," Journal of Organizational Behavior, Vol. 23 (2002), pp. 237-242.

(8.) M.B. Miles and A.M. Huberman, Qualitative Data Analysis: An Expanded Sourcebook (London: Sage, 1994), p. 7.

(9.) E.G. Guba and Y.S. Lincoln, "Competing Paradigms in Qualitative Research," in Denzin and Lincoln, pp. 105-117.

(10.) Denzin and Lincoln, p. 6.

(11.) R.I. Sutton and A. Rafseli, "Untangling the Relationship between Displayed Emotions and Organizational Sales: The Case of Convenience Stores," Academy of Management Journal, Vol. 31, No. 3 (1989), pp. 461-487.

(12) Ibid, p. 472.

(13.) See, for example: C.J.G. Gersick, J.M. Bartunek, and J.E. Dutton, "Learning from Academia: The Importance of Relationships in Professional Life," Academy of Management Journal, Vol. 43, No. 6 (2000), pp. 1026-1044; and RJ. Boland, Jr., J. Singh, P. Salipante, J.D. Aram, S.Y. Fay, and P. Kanawattanachai, "Knowledge Representations and Knowledge Transfer," Academy of Management Journal, Vol. 44, No. 2 (2001), PP. 393-417.

(14.) For a dense but useful explanation of qualitative-research traditions, see: Handbook of Qualitative Research, second edition, ed. N. Denzin and Y. Lincoln (Thousand Oaks, CA: Sage, 2000).

(15.) A. Prasad and P. Prasad, "The coming of Age of Interpretive Organizational Research," Organizational Research Methods, Vol. 5, No. 1 (2002), Pp. 4-11.

(16.) V.J. Janesick, "The Dance of Qualitative Research Design," in Denzin and Lincoln (1994), p. 209.

(17.) C. Marshall and G.B. Rossman, Designing Qualitative Research (Newbury Park, CA: Sage Publications, 1989).

(18.) A.M. Huberman and M.B. Miles, "Data Management and Analytic Methods," in Denzin and Lincoln (1994), pp. 428-444.

(19.) Guba and Lincoln, p. 114.

(20.) D.L. Altheide and J.M. Johnson, "Criteria for Assessing Interpretative Validity in Qualitative Research," in Denzin and Lincoln (1994), pp. 485-499.

(21.) Y. Lincoln and E. Guba. Naturalistic Inquiry (Beverly Hills, GA: Sage, 1985).

(22.) Guba and Lincoln, op. Cit.

(23.) Bartunek and Seo, op. cit.

(24.) S.L. Rynes, J.M. Bartunek, and R.L. Daft, "Across the Great Divide: Knowledge creation and Transfer between Practitioners and Academies," Academy of Management Journal, Vol. 44, No. 2 (2001), PP. 340-355.

(25.) P. Shrivastava and I.I. Mitroff, "Enhancing Organizational Research Utilization: The Role of Decision Makers' Assumptions," Academy of Management Review, Vol. 9, No. 1 (1984), pp. 18-26.

(26.) G. Johns, "constraints on the Adoption of Psychology-based Personnel Practices: Lessons from Organizational Innovation," Personnel Psychology, Vol. 46, No. 3 (1993), pp. 569-592.

(27.) S.A. Mohrman, C.B. Gibson, and A.M. Mohrman, Jr., "Doing Research that Is Useful to Practice: A Model and Empirical Exploration," Academy of Management Journal, Vol. 44, No. 2 (2001), P. 357.

(28.) Rynes et. al, op. cit.

(29.) Ibid.

(30.) C. Arygris and D. Schon, Organizational Learning: A Theory-of-action Perspective (Reading, MA: Addison-Wesley, 1978).

(31.) T.M. Amabile, C. Patterson, J. Mueller, T. Wojcik, P.W Odomirok, M. Marsh, and S.J. Kramer, "Academic-practitioner Collaboration in Management Research: A Case of Cross-profession Collaborarion," Academy of Management Journal, Vol. 44, No. 2 (2001), pp. 418-431.

Kate Walsh, Ph.D., is an assistant professor of organizational management at the Cornell University School of Hotel Administration (kmw33@cornell.edu).

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