Transparency and replicability in qualitative research: The case of interviews with elite informants

Herman Aguinis and Angelo M. Solarino

Strategic Management Journal, 2019, vol. 40, issue 8, 1291-1315

Abstract: Research Summary We used interviews with elite informants as a case study to illustrate the need to expand the discussion of transparency and replicability to qualitative methodology. An analysis of 52 articles published in Strategic Management Journal revealed that none of them were sufficiently transparent to allow for exact replication, empirical replication, or conceptual replication. We offer 12 transparency criteria, and behaviorally‐anchored ratings scales to measure them, that can be used by authors as they plan and conduct qualitative research as well as by journal reviewers and editors when they evaluate the transparency of submitted manuscripts. We hope our article will serve as a catalyst for improving the degree of transparency and replicability of future qualitative research. Managerial Summary If organizations implement practices based on published research, will they produce results consistent with those reported in the articles? To answer this question, it is critical that published articles be transparent in terms of what has been done, why, and how. We investigated 52 articles published in Strategic Management Journal that reported interviewing elite informants (e.g., members of the top management team) and found that none of the articles were sufficiently transparent. These results lead to thorny questions about the trustworthiness of published research, but also important opportunities for future improvements about research transparency and replicability. We offer recommendations on 12 transparency criteria, and how to measure them, that can be used to evaluate past as well as future research using qualitative methods.

Date: 2019
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