Page 85 - [Uma_Sekaran]_Research_methods_for_business__a_sk(BookZZ.org)

PROBLEM DEFINITION 69

The literature survey thus provides the basis or foundation for developing a
conceptual framework for looking at the problem in a more useful and/or cre-
ative way. This, in turn, helps to develop testable hypotheses that would sub-
stantiate or disprove our theory.
Examples of a good literature survey can be found at the beginning of any
article in the Academy of Management Journal and most other academic or prac-
titioner-oriented journals. Specimens of a literature survey can also be found later
in this book.
One important benefit derived from a well-written literature survey section is
that the researcher would be able to delineate a logical, well-defined, and
sharply focused problem for research investigation. This delineation or definition
of the problem, which is the next step in the research process, is now discussed.

PROBLEM DEFINITION

After the interviews and the literature review, the researcher is in a position to
narrow down the problem from its original broad base and define the issues of
concern more clearly. It is critical that the focus of further research, or in other
words, the problem, be unambiguously identified and defined. No amount of
good research can find solutions to the situation, if the critical issue or the prob-
lem to be studied is not clearly pinpointed.
A problem does not necessarily mean that something is seriously wrong with
a current situation that needs to be rectified immediately. A “problem” could sim-
ply indicate an interest in an issue where finding the right answers might help to
improve an existing situation. Thus, it is fruitful to define a problem as any sit-
uation where a gap exists between the actual and the desired ideal states.
Basic researchers usually define their problems for investigation from this per-
spective. For instance, we would ideally like to see zero defects, low inventory
of unsold goods, high share quotation in the stock market, and so on. These
“problems” could then very well become the foci of research. Thus, problem def-
initions could encompass both existing problems in a current setting, as well as
the quest for idealistic states in organizations. Thus, we might find some man-
agers defining their problem as one of severe decline in productivity, or the com-
pany fast losing its market share, where the goal is to rectify the situation with a
heightened sense of urgency. Other managers might define the “problem” as a
situation in which there is considerable interest in attracting highly qualified engi-
neers to the firm, or enhancing the quality of life for their employees.
In either case, one should know what exactly the issue is, for which one
seeks answers. It is very important that symptoms of problems are not defined
as the real problem. For instance, a manager might have tried to increase pro-
ductivity by increasing the piece rate, but with little success. Here the real prob-
lem may be the low morale and motivation of employees who feel they are not
being recognized as valuable contributors to the system and get no “praise” for
the good work that they do. The low productivity may merely be a symptom of
the deep-rooted morale and motivation problem. Under these conditions, a