Initially, researchers who use two or more data sources will achieve more rational outcomes than those who use a single source. This is the basic notion of triangulation (Brannen, 2005).
In triangulation, different investigative methods are applied to the same phenomenon (Erzberger & Prein, 1997) in order to pinpoint the phenomenon, to improve the accuracy of the observations (Mason, 2006), and to facilitate validation of collected data (Bogdan & Biklen, 2006). Thus, triangulation aims to achieve two major objectives (Ammenwerth et al., 2003, p.3): “(i) validation: to support a finding with the help of the others, and (ii) completeness: to complement the data with new results, thus to find new information, to get additional pieces to the overall puzzle”.
Telecommunications as a tech-based services market is characterised by the mutual relationships, dynamicity, unique service characteristics and stiff competition in addition to the challenges posed by the consequences of the acceleration of technology. All mentioned aspects were reflected in the multiplicity of themes that have to be taken into account when evaluating a phenomenon in such a market. Correspondingly, triangulation advocates (e.g. Bryman et al., 2008; Mason, 2006; Denzin, 1978) argue that, through the combining of multiple methods, measures and theories, triangulation allows circumventing such constraints of research.
As this research focuses on the provision of telecommunication services in Jordan as a case study aiming at “capturing of reality and detail by studying a phenomenon in its natural context” (Cavaye, 1996, p.229), the case study approach also allows for the use of multiple methods (Yin, 1984) to establish different views of a phenomenon; i.e. the same notion of triangulation (Tellis, 1997). Mathison (1988, p. 17) emphasised that “practicing researchers and evaluators know that the image of data converging upon a single proposition about a social phenomenon is a phantom image”. By the same token, “[a] phenomenon is measured from two or more different vantage points, in order to pinpoint the phenomenon, or to improve, test or validate the accuracy of the observation” (Mason, 2006, p. 8) which will result in “different images of understanding”, thus increasing the potency of the research findings (Smith & Kleine 1986 cited in Mathison, 1988, p. 2).
Unambiguously, triangulation is more comprehensive and goes beyond the mixed qualitative-quantitative applications of research methods. It aims to achieve a “balanced
94 picture of the situation” (Altrichter et al., 2008) and a meaningful image, complete description and holistic understanding of the phenomenon.
3.4.1 Triangulation Techniques and Telecommunications Service Research
Complexities
Due the increasing and fiercer competition, managers are more reticent about disclosing information which is considered sensitive or may constitute a potential threat from competitors (Wright, 1996). Meanwhile, triangulation offers a wide range of methodological strategies and techniques aimed at circumventing the inaccuracies and eliminating potential bias, which will enable the researcher to increase the validity, credibility, and generalisation of research results. Denzin (1978) suggested four different types of triangulation. (i) Methodological triangulation involves using more than one method for gathering data; (ii) Data triangulation involves time, space, and persons; (iii) Investigator triangulation involves multiple researchers in an investigation, and (iv)Theory triangulation involves using more than one theoretical position in the interpretation of the phenomenon.
From a more comprehensive stance, Mason (2006) suggested different methodological strategies that are based on linking the social research impediments with its appropriate multi-methods alternatives.
In line with Mason’s proposed strategies, the researcher may draw on ‘mixing methods’, ‘parallel logic approach’, ‘mixing methods within integrative logic’ or ‘multi- dimensional logic research approach as general proposed strategies that represent a source from which various strategies and techniques are drawn.
Particularly, in order to establish a rich picture of the patterns and mechanisms relevant to building customer satisfaction and customer retention by telecommunications service providers (TSPs), and then to evaluate the effect of marketing orientation on the formulation of these patterns, triangulation provides a more close-up view of the background of the phenomenon through combining different data research methods. On one hand, the adoption of the qualitative technique (e.g. semi-structured interview and document analysis such as firms’ advertisements analysis and firm-customer contract analysis) enables an in-depth understanding of the phenomenon in its natural context (Cavaye, 1996). On the other hand, statistical or quantitative data complements and enriches the overall image of evaluation.
95 To conclude, research carried out in a fast-changing environment is faced by critical constraints which may negatively influence the acceptance of research results. In particular, the predominant characteristics of telecommunications services, the structure of the telecommunication industry, the volatile environment and the nature of demand all require an appropriate methodological perspective that can deal effectively with the anticipated challenges and difficulties of such research (Ashour, 2011). Meanwhile, this research adopts the triangulation strategy through matching the complexities of telecommunications services to the most appropriate research techniques, as proposed in figure 3.3.
Figure 3.3: Matching of Research Complexities and Triangulation Strategies and Techniques
Source: Adapted from Ashour (2011)
Thus, triangulation is considered as an appropriate approach in such a scenario because of its appropriateness to probe an area of interest or particular problem in depth, or where one can identify cases rich in information (Patton, 1987 cited in Noor, 2008). In this research, triangulation enables the researcher to expand the methodological alternatives horizontally (e.g. diversity of theories and strategies; EDM, BPM, DCV) and vertically (e.g. diversity of data resources, instruments and techniques; semi- structured interview, document analysis and short questionnaire) to achieve a balanced evaluation of firms’ managerial attitudes and behaviours towards marketing strategies and increasing the validity and credibility of evaluation findings.
96