In this paper we critique grounded theory’s ability to fulfil its aim of offering a practical vehicle for prediction, change, and control as stipulated in grounded theory’s original formulation by Glaser and Strauss, and later developed by Strauss. We do this through a case study approach, whereby we develop a grounded theory of leisure and cultural strategy within a local authority, and critically reflect on the process of grounded theorisation, together with its implications for generating practical tools in that most practical of academic fields; organisational strategy. We demonstrate that despite generating good grounded theory on leisure and cultural strategy, here termed “navigational translation,” that offers sociological insight, its claim to offer practical tools is inappropriate to the strategy field.
Leisure and Cultural Strategy, Grounded Theory, Coding, Generalisability, Prediction, Change and Control, and Navigational Translation
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License.
Recommended APA Citation
Bakar, A., & Bakir, V. (2006). A Critique of the Capacity of Strauss’ Grounded Theory for Prediction, Change, and Control in Organisational Strategy via a Grounded Theorisation of Leisure and Cultural Strategy. The Qualitative Report, 11(4), 687-718. Retrieved from https://nsuworks.nova.edu/tqr/vol11/iss4/4