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By Brigitte Jordan
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Additional info for Advancing Ethnography in Corporate Environments: Challenges and Emerging Opportunities
Although the data collection process captured a large volume of email that could be used to understand and describe the diffusion of the ATI Team’s innovation, there were biases, limitations, and ethical concerns that had to be considered. Only a sample of the ATI Team participated in the study, leaving room for a possible missing-data bias. The email rules also may have missed relevant email that did not contain the keyword terms, and all email attachments were excluded from the analysis, potentially introducing bias and limiting analysis.
Our story example focuses on the study of one automotive innovation with several subcomponent systems. We have given the innovation a the power of technology-based methods / 43 pseudonym, Advanced Technology Innovation (ATI), to comply with company confidentiality requirements. The ATI product innovation was not a top-down mandatory component built into a vehicle, like a safety belt or an air bag, for example. Rather, ATI was a bottom-up innovation, which was shaped and reshaped by a team of specialized engineers from different disciplines to determine its system compatibility and its final functional features.
The Internal Research Team analyzed the 45,000 emails under the guidance of the University Research Team, and together they created the DDD. The Dashboard indicators made the characteristics of the virtual work among 2,000 people globally distributed around the world visible to the human eye in graphical form. Such a task would have been impossible with conventional ethnographic methods. Three Dashboard indicators4 illustrate just how IT-based methods such as these can enhance and extend ethnographic research: “Who is Talking” (the network), “The Buzz” (the topics), and “The Emotion” (the feelings) indicators.
Advancing Ethnography in Corporate Environments: Challenges and Emerging Opportunities by Brigitte Jordan