Toward integrating qualitative and quantitative methods: an introduction.

Department of Health Behavior and Health Education, School of Public Health, University of North Carolina, Chapel Hill 27599-7400.
Health education quarterly 02/1992; 19(1):1-8. DOI: 10.1177/109019819201900101
Source: PubMed

ABSTRACT Both the qualitative and quantitative paradigms have weaknesses which, to a certain extent, are compensated for by the strengths of the other. As indicated in this article, the strengths of quantitative methods are that they produce factual, reliable outcome data that are usually generalizable to some larger population. The strengths of qualitative methods are that they generate rich, detailed, valid process data that usually leave the study participants' perspectives in tact. This article discusses how qualitative and quantitative methods can be combined and it introduces the articles included in this issue.

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    ABSTRACT: Low income older women (N = 20) in South Carolina were recruited from congregate meal sites for qualitative interviews to assess beliefs about general health, physical functioning, and preventive health behaviors. A loosely structured interview guide of topics was used to encourage free expression of informants' ideas. The Ethnograph analysis package was used for data analysis. In response to open-ended questions, the women spontaneously shared their beliefs about diet and health. Implications for health promotion in rural areas are discussed.
    Journal of Women & Aging 08/1995; 7(1-2):5-18. DOI:10.1300/J074v07n01_02 · 0.54 Impact Factor
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    ABSTRACT: This paper establishes how management can strengthen the proactive innovation of business units as well as how frontline employees can react to local environments through the identification of the strategic actions by local firms. We examine the environment-strategy-performance paradigm through a comparative analysis of a vertical and horizontal structure perspective tested by structural equation modelling, yielding a sample of 252 groups of 382 dual informants interrelated as local managers and frontline employees from local insurance service firms. The findings indicate that perceived market uncertainty is influential in decentralizing management and in the proactive innovation of frontline employees. Consistent with management perception, employees consider resource commitment from hubs and environmental scanning to be effective practices to facilitate proactive innovation. Frontline employees do not strongly consider tolerance in task conflict as a means to achieve proactive innovation, whereas their managers regard it as a method to encourage the free expression of ideas. We use a comparative analysis to disclose the implied perceptional differences in multilevel interactions for promoting organizational proactive innovation instead of the monotonous method to test and interpret a theoretical model.
    Asian Journal of Technology Innovation 06/2013; 21(1):52-71. DOI:10.1080/19761597.2013.810951 · 0.30 Impact Factor
  • Health Education Research 10/2003; 18(5):611-626. DOI:10.1093/her/cyg031 · 1.66 Impact Factor


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May 29, 2014