In this section I outline reasons for choosing a case-study model for research, and I discuss the nature of qualitative case-study research with reference to the literature. This discussion acknowledges a number of advantages and challenges to the methodology, relative to my research. Later in the chapter I identify specific limitations (Section 5.4) and the risks of researcher bias (Section 5.5).
The aim of a case-study, as Denscombe argues, is “to illuminate the general by looking at the particular” (2007:36). A single-organisation case-study of the expression of development values is adopted for this research because it allows for:
i. an initial exploration of development values;
ii. a review of behaviour and integration of values, contextualized within a single organisation;
iii. in a practical sense, completion within given time-frames; and iv. illustrative descriptions of phenomena to assist further research.
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A case-study thus provides an exemplar which can have wider implications. In this instance the relevance of case-study findings connects back to the development literature reviewed in previous chapters.
To be an exemplary case-study, Yin (2003) posits characteristics of significance, completeness, consideration of alternative perspectives and demonstration of sufficient evidence. While these features are taken into account this study is simply an initial exploration of an issue long overlooked in Development Studies. O’Leary refers to the “dearth of value-specific material in the literature [which indicates] the marginal status of values in development practice” (2006:115).
Gasper evaluates a range of development case-study approaches, noting the variance in meanings of ‘case’ as an instance or a representation of an instance.
In literature on qualitative research methods, [a case-study] can be further restricted to study of a system … such as an organisation, project, policy, decision or whatever. The case-study so defined overlaps with but is distinguishable from other qualitative research traditions like biographical
study, phenomenology, and ethnography (Gasper, 2000:1056).
This present study considers a single organisation and the views of individual responses from employees of Oxfam New Zealand, supplemented by drawing on information from published secondary sources.
In the context of development Gasper argues that the multiple facets of development and the multi-vocal process in a complex site of contestation are beyond any one agent’s powers to foresee and control. “In such contestation and vocalising, agents seek to define and defend themselves and influence others through language, including ethical statements and systems” (ibid). Thus Gasper focuses on methodological approaches to ‘anecdotes, situations and histories’, which may be ‘thick’ or ‘thin’66
66 ‘Thick’ refers to the depth and detail of information obtainable through the case-study
process; a ‘thin’ case-study is less detailed (Denscombe, 2007).
, real life choices, conceivably true fictions or impossible fictions. He notes that “single-case studies cannot sustain generalisations, but
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provide insights and hypotheses as well as some understanding about specific cases” and cites warnings from critics that “responsiveness in value terms should not become relativism, an automatic acceptance of local actors’ stated values which abrogates moral responsibility” (2000:1059). This caution is heeded in my approach to the research and data analysis.
Gasper’s views on case-studies suggest this present study is ‘thin’, using a limited and pre-set range of questions and methods: it is not holistic, in that findings are not directly transferable to other organisations. But relating the findings to relevant discourses and literature adds depth to understanding the expression of values. In drawing on individual responses to questions it could also be termed ‘anecdotal’, a superficial account that serves to illustrate a point. The question of validity rests on whether the study is ‘real’, informing and enriching understanding of values and organisational practice, building on the framework for the research process. Gasper acknowledges the relevance of ‘learning narratives’ for supporting practice, and for building and maintaining attitudes, character and skills, for action. His interest in development ethics leads to his assertion that: “The basis for morality is a willingness to consider other people’s costs and benefits … thus we require attention to both feelings and reasoning” (2000:1077). This humanist approach is due encouragement to consider development values and behaviour within a single-organisation case-study.
While Gasper posits the scope of case-studies in a development context, Padaki (2000) provides a more practical approach to studying values. He outlines a 2-day workshop programme for identifying both personal and organisational values in relation to development practice. He notes there are significant challenges in such a task, in identifying (1) the prevalent organisational values; (2) conflict between personal and organisational positions; (3) conflict between different groups of people; and (4) internal inconsistencies (differences between what we say and/or what we do). Padaki’s model would allow a more in-depth study of Oxfam New Zealand’s values, yet all of these challenges were evident in undertaking my research.
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There are also a number of methodological difficulties. Elson finds research on voluntary sector values more often than not lacks a theoretical framework and empirical evidence, and is thus “neutralised by untested assumptions and weak research methods” (2006:10). In addition, O’Leary points out that “Values…are difficult to research methodologically because of their abstract and contested nature” (2006:115), as illustrated in previous chapters. Both these points indicate uncharted waters in development studies research, yet also the significance of attempting to discover how values are expressed.
In this study I am asking questions about the expression of values as iterated by interview participants and through secondary sources, rather than identifying or upholding specific development values (aside from an overall humanist perspective). Findings apply only to a single organisation, even though the methodology may have potential for wider research, as noted in Chapter 8.