The grounded theory is a qualitative approach to validating the operations needed to develop theory from observed data. This research approach places emphasis on retrieving data about peoples’ experiences in a specific setting and then logically constructing a theory from the beginning. Seeing that the study investigating GALs impact on children showed positive outcomes in studies areas with the exception of types of placement, a grounded theory will seek to take the one aspect a kind of arrangement and attempt to establish a theory regarding why placement showed no effect. However, based on the past results the theory will require starting the study from the beginning using observed data which may be collected using interviews and observation, records, or a combination of any these methods. This exploratory process explains a phenomenon and shows how the phenomenon is resolved (Hancock, Ockleford, and Windridge, 2009).
The main approach acknowledged in the application of grounded theory is the overall method of comparative analysis. The general method of comparative analysis (GMCA) comprises the comparison of evidence of cases to evaluate likenesses and differences to determine the generalizability and boundary conditions of a concept. Using the GMCA, new cases are compared to old ones, resulting in either validation of original perceptions if similar or redevelopment of perceptions if different. New cases provide clarity on existing insights and shape future inquiries with new ideas. Based on the data collected from the original study, the new qualitative study should compare additional data regarding placement in the original quantitative quasi-experimental study to the data retrieved from the new study (Johnson, 2015).
Hancock, B., Ockleford, E., & Windridge, K. (2009). An introduction to qualitative research.
Retrieved from: http://www.rds-yh.nihr.ac.uk/wp-content/uploads/2013/05/5_Introduction-to-qualitative-research-2009.pdf
Johnson, J. S. (2015). Qualitative sales research: an exposition of grounded theory. Journal of
Personal Selling & Sales Management, 35(3), 262-273. doi:10.1080/08853134.2014.954581
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