Business Research

Ch. 1 – 8

Taking on the role of manager and researcher is a cumbersome task for one individual. In this scenario, I am afforded significant latitude over business research because I am both the manager and researcher. Yet, issues may arise because not only will I be identifying the problem or mangers dilemma, but I also will be dictating the projects and methods for estimating my company’s domestic sales potential. Specifically, as a researcher I must consider any data that will provide the most profitable and efficient conclusion. Simultaneously, as I am gathering information, I must communicate with my organization to provide them with possible business strategies for executing my proposed business strategy. The primary issue and concern is that I will be tempted to broaden the basis of my research induction by including personal experience and interpretations. Other concerns include, inadequate time for proper research and/or management tasks and having unreliable and/or invalid data because of limited resources.

As a manager I will want to infer that sales potential is high regardless of what information I find as a researcher. Whereas if I was solely a researcher, I could display unbiased sales potential that is high or low. To conclude, having both roles of manager and research limits the scope of business research and restricts a company’s ability to obtain valid and reliable data.

Ch. 1 – 10

Principles from Exhibit 1-4 are present in the aforementioned research scenario, but some principles may be circumvented or skipped because I was acting as both manger and researcher. First, “clarifying the research question” is the need for my company to estimate the sales potential of the outboard engines in the domestic market. The “management question” is, “What is the estimate sales potential of my company’s products in the domestic market?”. Second, the “research proposal” and “data collection design” would be a mailed survey sent to localities that...