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Issues in the Design of Longitudinal Organizational Research

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  • John R. Kimberly

    (University of Illinois at Urbana)

Abstract

While there is a growing awareness in the field of organizational sociology of the need for longitudinal research, there are few exemplars to serve as guides for those interested in the design of such research. Written to provide an overview of issues in this increasingly important area, this paper begins by developing a working definition of longitudinal organizational research by examining the kinds of advantages that are generally held to derive from it. A distinction is made between research in and research on organizations, and a number of issues in the design of both sorts of longitudinal research are identified. Examples are provided through discussion of an ongoing project currently moving from a cross-sectional to a longitudinal design.

Suggested Citation

  • John R. Kimberly, 1976. "Issues in the Design of Longitudinal Organizational Research," Sociological Methods & Research, , vol. 4(3), pages 321-348, February.
    • Handle: RePEc:sae:somere:v:4:y:1976:i:3:p:321-348
    DOI: 10.1177/004912417600400303
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    References listed on IDEAS

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    1. Johan Galtung, 1970. "Diachronic correlation, process analysis and causal analysis," Quality & Quantity: International Journal of Methodology, Springer, vol. 4(1), pages 55-94, June.
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    Cited by:

    1. Adam Jabłoński, 2016. "Scalability of Sustainable Business Models in Hybrid Organizations," Sustainability, MDPI, vol. 8(3), pages 1-36, February.
    2. Barbara Kożuch & Adam Jabłoński, 2018. "The Strategic Hybrids of Water Supply Companies as an Effective Management Tool," Sustainability, MDPI, vol. 10(12), pages 1-43, November.
    3. Carole Drucker-Godard, 2013. "De l'observation du chercheur à l'accompagnement du dirigeant," Post-Print hal-01625218, HAL.

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